final draft idp (formatted) for website...
TRANSCRIPT
NELSON MANDELA BAY
MUNICIPALITY
Integrated Development Plan
2016/17 – 2020/21
“The Five Golden Years”
1st DRAFT – APRIL 2016
TABLE OF CONTENTS
CHAPTER 1: EXECUTIVE OVERVIEW ..................... ...............................................................1
1.1 FOREWORD BY THE EXECUTIVE MAYOR ..........................................................................1 1.2 FOREWORD BY THE CITY MANAGER ................................................................................3
CHAPTER 2: INTRODUCTION ........................... ......................................................................5
2.1 GOVERNANCE AND ADMINISTRATION ..............................................................................5 2.2 SPATIAL DEVELOPMENT FRAMEWORK AND SECTOR PLAN LINKAGES ............................. 23 2.3 SITUATIONAL ANALYSIS ............................................................................................... 65
CHAPTER 3: BACKGROUND TO AN IDP ................... ......................................................... 89
3.1 PURPOSE OF AN IDP .................................................................................................. 89 3.2 THE IDP AND WARD PLANS ........................................................................................ 91 3.3 STRATEGIC AGENDA OF THE MUNICIPALITY .................................................................. 95 3.4 IDP IN CONTEXT ....................................................................................................... 102
CHAPTER 4: CONSULTATION ........................... ................................................................ 107
4.1 PLANNING AND PUBLIC PARTICIPATION ...................................................................... 107 4.2 WARD CONSULTATION PROCESSES AND INPUT ......................................................... 111
CHAPTER 5: DIRECTORATE OPERATIONAL STRATEGIES ..... ..................................... 112
5.1 CHIEF OPERATING OFFICER ...................................................................................... 112 5.2 BUDGET AND TREASURY (FINANCE) .......................................................................... 118 5.3 CORPORATE SERVICES ............................................................................................. 123 5.4 ELECTRICITY AND ENERGY ....................................................................................... 138 5.5 INTEGRATED HUMAN SETTLEMENTS .......................................................................... 155 5.6 ECONOMIC DEVELOPMENT, TOURISM AND AGRICULTURE ........................................... 172 5.7 PUBLIC HEALTH ........................................................................................................ 224 5.8 INFRASTRUCTURE AND ENGINEERING: INTEGRATED PUBLIC TRANSPORT SERVICES .... 250 5.9 INFRASTRUCTURE AND ENGINEERING: WATER AND SANITATION ................................. 267 5.10 INFRASTRUCTURE AND ENGINEERING: ROADS ........................................................... 292 5.11 SPECIAL PROGRAMMES DIRECTORATES .................................................................... 327 5.12 SAFETY AND SECURITY ............................................................................................ 334 5.13 SPORTS, ARTS, RECREATION AND CULTURE ............................................................. 345
CHAPTER 6: FINANCIAL ALIGNMENT, SUSTAINABILITY AND VIABILITY ................... 362
6.1 WORLD CLASS DEPARTMENT OF BUDGET AND TREASURY .......................................... 362 6.2 LONG-TERM FINANCIAL PLANNING............................................................................. 363 6.3 METRO ADMINISTRATION AND GOOD GOVERNANCE: .................................................. 363
CHAPTER 7: INTEGRATED PERFORMANCE MANAGEMENT ...... .................................. 365
ANNEXURE A – WARD PRIORITIES
1
CHAPTER 1: EXECUTIVE OVERVIEW
1.1 Foreword by the Executive Mayor
This Nelson Mandela Bay Municipal IDP will cover the five years 2016 - 2021.
It will be compiled with the intention of making this a Golden Period in the
development of Nelson Mandela Bay. A period in which the goals of the
National Development Plan will be meaningfully approached; a period in
which the current economic and organizational decline evident today in the
Nelson Mandela Bay Municipality and in the Nelson Mandela Bay economy in
general will be turned around. In what the institution of the Municipality will be
re-invigorated, purged of corruption and made a machine of efficient service
delivery; and the economy of our Metro renewed and helped to grow in size
and particularly in decent employment opportunities.
In May 2011, Nelson Mandela Bay Metropolitan Municipality adopted a five
year Integrated Development Plan. The five year life cycle for adopted IDP
will come to an end on 30 June 2016. The fundamental question that we
should attempt to answer is, whether the five Editions of the approved IDPs by
Council have achieved the broad objectives of the municipality in terms of
priorities and needs of communities of the Nelson Mandela BayThis IDP
subscribes to the Election Manifesto of the ruling party with clear strategic
theme, objectives and goals. In addition, this IDP is premised on stakeholder
engagements with communities, civil society, labour, business, government,
state owned enterprises and political parties. Each of the above stakeholders
have made their submissions regarding the IDP and budget review processes,
and those submissions were addressed through internal processes of Council.
Furthermore, this IDP is a ‘building block’ towards development of a long term
strategy and vision for the Nelson Mandela Region. A long term strategy and
vision will bring back the cultural experiences of a friendly region, nurture and
harness family tourism, economic vibrancy and investor confidence to the
2
Nelson Mandela Region. In developing a long term strategy and vision, the
Nelson Mandela Bay Investment Council is central for full realization of
regional economic development and integration.The IDP / Budget must be
able to ensure that our plans are geared towards speeding up effective,
efficient, and quality service delivery to the people. In addition, the IDP /
Budget must be able to facilitate processes towards development and
implementation of a framework to promote densification. The municipality
must be able to develop a five year financial plan and introduce effective
internal systems to improve our cash flow management and to enhance
revenue and expenditure patterns.
As both unemployment and inequality remains high in the region, our
programmes must promote economic growth and development through
working with communities, private sector and labour. Job creation and
sustainable livelihoods must be at the centre of all municipal programmes.
The municipality has to ensure that it complements other spheres of
government in reaching the identified targets. The successful implementation
of the IDP and Budget can be achieved only through a partnership with all
spheres of government, communities and, the private sector.
Working Together, We Can Do More!
COUNCILLOR DANIEL JORDAAN
EXECUTIVE MAYOR
3
1.2 Foreword by the City Manager
The Constitution of the Republic of South Africa mandates the municipality to
give priority to the basic needs of the community as well as promote social
and economic development. Consultation and engagement with communities
and different stakeholders on the City’s development planning processes is
therefore critical. Through our public participation programmes, the
communities of Nelson Mandela Bay have reaffirmed their needs which
include amongst others: housing, water, job creation, roads, electricity, health
and education facilities, SMME empowerment and support, and sport and
recreational facilities. Some of the identified needs do not fall within the
mandate of the municipality, and communities do not differentiate between the
functions of the municipality and those of the provincial and national
government. This therefore calls for better coordination and integration of our
planning efforts as the municipality, together with the provincial and national
sectoral departments, to ensure that the needs of the communities are met.
The Integrated Development Plan should be seen and indeed become the
central planning tool for the three spheres of government if we are to
accelerate service delivery to our communities. This IDP is aligned to the
National Development Plan 2030 Vision, and it is therefore a stepping stone
towards advancing the goals of the National Development Plan.
Projects identified in this IDP will be closely monitored and we will be able to
measure the performance of the individual directorates. Some of these
projects will be implemented in partnership with relevant stakeholders.
Strengthening relations and partnerships with business and the institutions of
higher learning in the City will be prioritised. In discharging its responsibility
of promoting economic development, the City will be exploring economic
opportunities that could be created through the ocean, township, tourism and
recreative arts industry, and will work in partnership with relevant
stakeholders.
4
As 2016 is the year for local government elections, the new Council will have
an opportunity to review this IDP and the review will be subjected to public
participation process.
Many thanks to all who participated and contributed during the review process
of the IDP.
JOHANN METTLER
CITY MANAGER (ACTING)
5
CHAPTER 2: INTRODUCTION
This chapter will cover the Governance and Administration, Spatial
Development Framework and the Situational Analysis.
2.1 Governance and Administration
Nelson Mandela Bay Municipality is one of eight Metropolitan (or Category A)
municipalities in South Africa. It is located on the shores of Algoa Bay in the
Eastern Cape Province, and comprises the city of Port Elizabeth, the nearby
towns of Uitenhage and Despatch, and the surrounding rural area. The name
"Nelson Mandela Bay Municipality" was chosen to honour former President
Nelson Mandela.
2.1.1 Political governance
The municipal council consists of one hundred and twenty (120) members
elected by mixed-member proportional representation. Sixty councilors (60)
are elected by first-past-the-post voting in sixty wards, while the remaining
sixty are chosen from party lists so that the total number of party
representatives is proportional to the number of votes received.The council
has been dominated by the African National Congress since its inception The
party-political and demographic representation of Councillors is reflected in
the following table:
6
Source: Nelson Mandela Bay Municipality Corporate Services Directorate
The key role of Council in the current structure is to focus on legislative,
participatory and oversight roles. Its principle and most substantive role is
therefore that of a lawmaker and the other role is to facilitate political debate
and discussion.
2.1.1.1 Executive Mayoral System
The Executive Mayor governs together with the Speaker, who is the
Chairperson of the Metropolitan Council, the Deputy Executive Mayor and a
team of nine Chairpersons of Portfolio Committees within an Executive
Mayoral Committee system. The Executive Mayoral system is combined with
a vibrant Ward Participatory System to ensure community participation at
grassroots level. The executive function of Council is delegated to the
Executive Mayor and the Mayoral Committee.
TABLE 1: Political Party Seat Allocation and Gende r Distribution
POLITICAL PARTY ALLOCATION
OF SEATS
GENDER DISTRIBUTION
MALE FEMALE
African National Congress 62 37 25
Democratic Alliance 47 33 14
COPE 6 4 2
United Democratic
Movement
2 2 0
African Christian Democratic
Party
1 1 0
Pan Africanist Congress 1 ( Vacant) 0 0
Independent Candidate 1 1 0
TOTAL 120 79 40
7
Executive Mayor Councillor Daniel (Danny) Jordaan
The Executive Mayor is supported in his functions by the Deputy Executive Mayor. Together with the Speaker and the Chief Whip, they work towards the attainment of executive and oversight goals of Council. Deputy Executive Mayor: Speaker: Chief Whip Cllr. Phumelele Ndoni Cllr. Maria Herm ans Cllr. Litho Suka
The Executive Mayoral Committee assists the Executive Mayor in fulfilling his day-to-day decision-making and operational oversight role. The Mayoral Committee members and their respective portfolios are reflected below:
MMC: Budget and Treasury
Cllr. Rory Riordan
MMC: Safety and Security
Cllr. Fikile Desi
MMC: Youth, Sport, Arts and Culture
Cllr. Andiswa Mama
MMC: Transport Cllr. Babalwa
Lobishe
MMC: Public Health Cllr. Joy Seale
8
MMC: Corporate Services Cllr. Feziwe Sibeko
MMC: Infrastructure
and Engineering Cllr. Andile
Mfunda
MMC: Human Settlements
Cllr.Nomvuselelo Tontsi
MMC: Economic Development, Tourism and
Agriculture Cllr. Zukile Jodwana
2.1.1.2 Municipal Public Accounts Committee (MPAC)
The Municipality has a functional Public Accounts Committee in place, which
fulfils an oversight role in respect of the institution’s executive and
administration. The MPAC consists of members from the ANC (7 members),
DA (5 members) and minority parties (1 Congress of the People member).
2.1.2 Administration
The Nelson Mandela Bay Municipality's Head of Administration is Acting City
Manager, Mr Johann Mettler, who took office on 1 December 2015.
Acting City Manager Mr Johann Mettler
The City Manager as head of the administration is responsible and
accountable for tasks and functions as provided for in Section 55 of the Local
Government Municipal Systems Act 32 of 2000, other functions/tasks as
provided for in legislation, as well as functions delegated by the Executive
9
Mayor and Council. He is responsible for the implementation of the IDP and
SDBIP under the direction and guidance of the Municipal Council. The
Municipal Manager is supported by a team of executive managers appointed
in terms of Section 57 of the Municipal Systems Act, 32 of 2000.
The executive administrators are:
• Chief Financial Officer: Mr Trevor Harper
• Chief Operating Officer: Mr Mzwake Clay
• Executive Directors:
o Anele Qaba (Economic Development, Tourism and Agriculture)
o Vuyo Zitumane (Acting: Corporate Services
o Mandla Mabuza (Acting: Human Settlements)
o Dr Walter Shaidi (Infrastructure and Engineering)
o Andile Tolom (Public Health)
o Peter Nielson (Acting: Electricity and Energy)
o Shadrack Sibiya (Acting: Safety and Security)
o Noxolo Nqwazi (Sports, Recreation, Arts and Culture)
The macro and micro structure of the institution is currently under review in
order to effectively achieve its organisational goals within an ever changing
context. Performance management allows for regular planning, monitoring,
evaluating, reviewing and reporting of performance at both organisational and
individual levels, and for an appropriate response to substandard performance
and the recognition and rewarding of outstanding performance. The diagram
below reflects the macro structure (both political and administrative) of the
municipality.
10
Executive Mayor
Deputy Executive Mayor and Mayoral Committee
Chief Operating Officer
City Manager
Chief Financial Officer 60 Ward
Committees
Community
Chief of Staff
Executive Directors
Budget and Financial Control Expenditure Management and Financial Control Revenue Management and Customer Care Supply Chain Management Treasury and Financial Support
Communications Integrated Development Plan Legal Services Monitoring and Evaluation Policy, Strategy and Research Risk Management Strategic Planning Uitenhage/Despatch Office
Administrative Services Asset Management Constituency Services Corporate HR Services Facilities Management Labour Relations Municipal Information Systems Human Resource Transformation Human Resource Management Services Office of the Speaker
Directorate: Corporate Services
Fresh Produce Market and Urban Agriculture Sector Development Special Projects Trade and Investment
Directorate: Economic
Development, Tourism
and Agriculture
Distribution Technical Services Projects Retail and Commercial
Management
Directorate: Electricity and
Energy
Development and Support Housing Delivery Land Planning and Management Social Development, Education and Administration
Directorate: Human
Settlements
Design and Implementation Special Projects and Strategic Operations Roads, Stormwater and Transportation Support Services Water and Sanitation Integrated Public
Transport Services
Directorate: Infrastructure and
Engineering
Administration Environmental Health Environmental Management Occupational Health, Safety and Wellness Parks
Waste Management
Directorate: Public Health
Disaster Management Fire and Emergency Services Security Services Traffic and Licencing Services
Metro Police
Directorate: Safety and Security
Motherwell Urban Renewal Programme Integrated Poverty Alleviation Expanded Public Works Programme Helenvale Urban Renewal Programme Wlamer Urban Renewal Prgramme Technical and Operators Coordination
Directorate: Special Programmes
Speaker Chief Whip
Internal Audit and Risk Assurance
Beaches, Resorts and Support Services Libraries, Arts and Culture Nelson Mandela Metropolitan Art Museum Red Location Museum
Sports and Recreation
Directorate: Sports, Recreation,
Arts and Culture
ORGANISATIONAL STRUCTURE OF NELSON MANDELA BAY MUNI CIPALITY
NELSON MANDELA BAY COUNCIL
11
2.1.2.1 Vacancies within the Municipality
The table here-under represents current filled and vacant posts in the
organograms of directorates and political offices:
TABLE 2 : VACANCIES WITHIN DIRECTORATES
Directorate Filled Posts
Vacant Posts
Total
Office of the Executive Mayor
44
7
51
Office of the City Manager
6
3
9
Chief of Staff
1
0
1
Office of the Chief Operating Officer
81
17
98
Human Settlements
345
103
448
Safety and Security
963
230
1193
Special Projects
29
18
47
Budget and Treasury
603
159
762
Public Health
1149
294
1443
Economic Development and Recreational Services
678
194
872
Infrastructure and Engineering
1426
416
1842
Corporate Services
665
119
784
Electricity and Energy
640
208
848
TOTAL
6630
1768
8398
Source: NMBM Corporate Services Directorate
12
2.1.2.2 Contractual workers
The Nelson Mandela Bay Municipality has a sizeable contractual staff
complement, whose services are secured by virtue of Council approved
policies, namely, the Recruitment, Selection and Retention Policy, and the
Organisational Establishment Policy. The contractual staff complement ranges
from senior managers to seasonal staff.
Table 3 reflects the total number of contractual staff employed within the
Directorates and Political Offices:
TABLE 3 CONTRACTUAL STAFF EMPLOYED IN
DIRECTORATES
Directorate / Political Office
Total number of
contractual employees
per directorate
Office of the Executive Mayor
23
Office of the City Manager
2
Chief of Staff
1
Office of the Chief Operating
Officer
5
Human Settlements
29
Safety and Security
2
Special Projects
21
13
TABLE 3 CONTRACTUAL STAFF EMPLOYED IN
DIRECTORATES
Directorate / Political Office
Total number of
contractual employees
per directorate
Budget and Treasury
7
Public Health
5
Economic Development,
Tourism and Agriculture
196
Infrastructure and Engineering
5
Corporate Services
195
Electricity and Energy
19
TOTAL
631
Source: Nelson Mandela Bay Municipality Corporate Services Directorate (2016)
14
2.1.3 Policies
Table 4: Reflect the policies contained in the Policy Register of the Nelson
Mandela Bay Municipality.
TABLE 4: POLICY REGISTER
DIR
EC
TO
RA
TE
PO
LIC
Y T
ITLE
ST
AT
US
(N
ew d
raft;
Cur
rent
; R
evie
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pro
gres
s;
redu
ndan
t)
AD
OP
TIO
N D
AT
E
RE
VIE
W D
UE
DA
TE
(R
evis
ion
due
ever
y 3
year
s un
less
oth
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ise
dete
rmin
ed
by s
tatu
te o
r re
gula
tion)
RE
F. N
O.
Bud
get a
nd T
reas
ury
Assistance to the Poor (Indigent) or Free Basic Service Policy (amend)
Current - Revised
19-09-2013
20-09-2016 5/18/5/P
Cash Management and Investment Policy
Current 01-12-2005
Due for review
5/10/P
Credit Control Policy Current 31-03-2011
01-06-2014 5/15/P
Development Charges Policy
New - draft
t.b.d. 5/14/P
Financial Management Policies
Current 31-05-2010
Due for review
5/10/P
Long-Term Funding Policy
Current 01-05-2010
Due for review
5/10/P
Property Rates Policy
Revised annually
29-05-2014
Annually 5/3/1/P
Supply Chain Management Policy, V4
Current - Revised
19-09-2013
20-09-2016 9/1/P
Tariff Policy
Current Unknown Due for review
5/5/P
15
DIR
EC
TO
RA
TE
PO
LIC
Y T
ITLE
ST
AT
US
(N
ew d
raft;
Cur
rent
; R
evie
w in
pro
gres
s;
redu
ndan
t)
AD
OP
TIO
N D
AT
E
RE
VIE
W D
UE
DA
TE
(R
evis
ion
due
ever
y 3
year
s un
less
oth
erw
ise
dete
rmin
ed
by s
tatu
te o
r re
gula
tion)
RE
F. N
O.
Cor
pora
te S
ervi
ces
Adult Basic Education and Training (ABET)
Current 03-09-2003
Due for review
Policy and Procedure for the Disposal of Movable Assets Not of High Value
Current - Revised
19-09-2013
20-09-2016 6/1/2/P
Asset Management Policy
Current 20-07-2009
Under review
6/1/2/P
Asset Loss Control Policy (including Annex A - E)
Current 03-04-2007
Under review
6/1/2/P
Bay Stars Employee Excellence Programme Policy Procedure Manual
Current - New
19-06-2014
20-06-2017 4/4/P
Career Management Policy
Current Due for review
4/4/P
Cellular Telephone and Mobile Data Connectivity
Current 22-07-2010
Due for review
4/5/P
Disability Current 03-09-2003
Due for review
11/1/5/4/P
Education, Training and Development (ETD)
Current 03-09-2003
Under review
4/4/P
Employee Bursary Policy
Current - Revised
19-06-2014
21-06-2017 4/4/P
Enterprise Resource Planning (ERP) Change Management Policy
New - draft
6/2/3/P
Experiential and Internship Policy
Current 05-08-2003
Under review
16
DIR
EC
TO
RA
TE
PO
LIC
Y T
ITLE
ST
AT
US
(N
ew d
raft;
Cur
rent
; R
evie
w in
pro
gres
s;
redu
ndan
t)
AD
OP
TIO
N D
AT
E
RE
VIE
W D
UE
DA
TE
(R
evis
ion
due
ever
y 3
year
s un
less
oth
erw
ise
dete
rmin
ed
by s
tatu
te o
r re
gula
tion)
RE
F. N
O.
External Bursaries Current 03-09-2003
Due for review
Policy Governing Funding to External Organisations previously Grant-in-Aid Policy
Current - Revised
22-05-2014
22-05-2017 5/2/1/P
Gender and Women Empowerment Policy
Current 02-12-2004
Due for review
11/1/5/3/P
ICT Governance Charter
New - draft
6/2/3/P
Induction Policy Current 03-09-2003
Due for review
Information Security Charter
New - draft
6/2/3/P
Information Security Management Policy
Current Under review
6/2/3/P
Learnership and Career Management Policies
Current Under review
4/4/P
Public Participation Policy and Public Participation Procedure Manual
Current - New
07-08-2014
08-08-2017 11/1/5/3/P
Records Management Policy
Current - Revised
19-06-2014
20-06-2014 2/7/P
Recognition of Prior Learning Current
03-09-2003
Due for review
4/4/P
Recruitment, Selection and Retention Current
01-11-2007
Under review
4/3/P
Sexual Harassment Policy Current
Unknown Due for review
4/10/P
17
DIR
EC
TO
RA
TE
PO
LIC
Y T
ITLE
ST
AT
US
(N
ew d
raft;
Cur
rent
; R
evie
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pro
gres
s;
redu
ndan
t)
AD
OP
TIO
N D
AT
E
RE
VIE
W D
UE
DA
TE
(R
evis
ion
due
ever
y 3
year
s un
less
oth
erw
ise
dete
rmin
ed
by s
tatu
te o
r re
gula
tion)
RE
F. N
O.
Smoking Control Policy Current
Unknown Due for review
19/2/13/P
Succession Planning Current
03-09-2003
Due for review
4/4/P
Travel and Accommodation Current
Unknown Under review
5/13/P
Ward Committees Policy
Current Unknown Under review
3/1/1/P
Work Attendance Policy
Current - New
14-05-2014
15-05-2017 4/6/P
Youth Development Policy
Current Unknown Due for review
11/1/5/4/P
Eco
nom
ic
Dev
elop
men
t T
ouris
m a
nd
Agr
icul
ture
Trade and Investment
Incentives Policy
Current Unknown Due for review
17/8/P
Infr
astr
uctu
re
Eng
inee
ring
Policy and Guideline for Erection of
Telecommunications Infrastructure
Current Unknown Due for review
19/3/1/P
Policy and Procedure for Fleet
Management
Current 06-06-2005
Due for review
6/2/1/P
Hum
an S
ettle
men
ts
Guest House Current 19-02-2004
Due for review
5/3/1/P
Liquor Outlet Policy Current
Under review
5/3/1/P
Outdoor Dining New - draft
tbd
Sale or Lease of Sites Zoned for
Religious Purposes
Current 23 Jun and 30 Nov 2005
Due for review
16/4/1/P
18
DIR
EC
TO
RA
TE
PO
LIC
Y T
ITLE
ST
AT
US
(N
ew d
raft;
Cur
rent
; R
evie
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pro
gres
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redu
ndan
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AD
OP
TIO
N D
AT
E
RE
VIE
W D
UE
DA
TE
(R
evis
ion
due
ever
y 3
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s un
less
oth
erw
ise
dete
rmin
ed
by s
tatu
te o
r re
gula
tion)
RE
F. N
O.
Street Naming Current Unknown Due for
review 16/1/5/P
Student Accommodation
New - draft
16/4/1/17/P
Tall Buildings New - draft
16/4/1/17/P
Offi
ce o
f the
Chi
ef O
pera
ting
Offi
cer
Communication Policy Current
01-12-2001
Under review
6/2/2/P
Anti-Fraud and Anti-Corruption Policy and Response Plan
Current 24-06-2004
Due for review
5/20/P
Intergovernmental Relations Policy
Current Under review
7/1/P
International Relations Policy
Current Unknown Due for review
7/1/P
Investigation of Fraud and Corruption Policy
Current 24-06-2004
Due for review
5/20/P
Language Policy Current 29-06-2005
Due for review
6/2/2/P
Integrated Performance Management Policy
Current - Revised
27-02-2014
28-02-2017 4/11/P
Policy Development Framework
Current - New
09-06-2009
Under review
2/12/P
Risk Management Policy
Current - New
13-11-2014
13-11-2017 2/12/P
Whistle Blowing Policy
Current Unknown Due for review
5/20/P
Offi
ce o
f the
S
peak
er
Petitions Policy Current - New
11-10-2012
11-10-2014 - Due for review
11/1/5/3/P
Councillor Support Policy
Current - New
25-06-2009
25 Jun 2012 - Due for review
3/3/P
19
DIR
EC
TO
RA
TE
PO
LIC
Y T
ITLE
ST
AT
US
(N
ew d
raft;
Cur
rent
; R
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pro
gres
s;
redu
ndan
t)
AD
OP
TIO
N D
AT
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RE
VIE
W D
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DA
TE
(R
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ion
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ise
dete
rmin
ed
by s
tatu
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tion)
RE
F. N
O.
Pub
lic H
ealth
Burial Policy Current - Under Review
11-09-2002
Under review
5/21/1/P
Employee Assistance Programme Policy (EAP)
Current - Old
Unknown Due for review
4/5/P
Integrated Environmental Policy
Current - Revised
26-07-2012
26-07-2015 9/2/P
Mowing and Vegetation Control
New - draft
19/3/6/P
Occupational Health and Safety
Current- Under Review
Under review
4/13/P
Parks, Horticultural Development and Maintenance
New - draft
19/3/6/P
Road Reserves Horticular Activities
New - draft
19/3/6/P
Smoking Control Current - Old
Due for review
4/13/P
Substance Abuse Current - New
16-02-2011
Due for review
4/13/P
Urban Arboriculture Policy
New - draft
19/3/6/P
Saf
ety
and
Sec
urity
Disaster Risk Management Policy Framework
Current - Old
Unknown Due for review
19/13/3/P
Disaster Relief Management Policy
Current - New
17-07-2014
17-07-2017 19/13/3/P
Disaster Management Policy
Current - Old
Unknown Due for review
19/13/3/P
Fire Arm Free Zone Current - Old
Unknown Due for review
6/2/4/P
20
DIR
EC
TO
RA
TE
PO
LIC
Y T
ITLE
ST
AT
US
(N
ew d
raft;
Cur
rent
; R
evie
w in
pro
gres
s;
redu
ndan
t)
AD
OP
TIO
N D
AT
E
RE
VIE
W D
UE
DA
TE
(R
evis
ion
due
ever
y 3
year
s un
less
oth
erw
ise
dete
rmin
ed
by s
tatu
te o
r re
gula
tion)
RE
F. N
O.
Fire Arm Policy and Operational Procedures
Current - Old
Unknown Due for review
6/2/4/P
Spe
cial
P
rogr
amm
es
Dire
ctor
ate
NMBM Socio-economic Empowerment Policy and Procedure Manual
Current - New
27-10-2011
Under review
Spo
rt, R
ecre
atio
n, A
rts
and
Cul
ture
Events Policy New - draft
Unknown 19/14/P
Heritage Policy New - draft
19/19/P
Nelson Mandela Bay Museums Policy, Code of Ethics and Rules
Current - Old
04-12-2008
Due for review
19/14/P
Public Libraries and Information Services Policy
Current - Old
Unknown Due for review
19/9/P
Sport Policy Current - Old
Unknown Due for review
19/11/P
21
2.1.4 Municipal By-Laws
Table 5 depicts the Municipality’s gazetted by-laws:
TABLE 5: BY-LAWS
BY-LAW GAZETTE
NO. DATE OF GAZETTE
NMBM: Customer Care and Revenue Management By-law
1087 21 October 2003
NMBM: Liquor Selling Hours By-law 1459 12 December 2005
Disaster Management Act (52/2002): NMBM: Disaster Management By-law
1803 30 November 2007
Constitution of the Republic of South Africa, 1996: NMBM: Fire Safety By-law
1803 30 November 2007
Constitution of the Republic of South Africa, 1996: NMBM: Roads, Traffic and Safety By-law
1803 30 November 2007
Constitution of the Republic of South Africa, 1996: NMBM: Street Trading By-law
1982 26 September 2008
Local Government: Municipal Property Rates Act (6/2004): NMBM: Property Rates By-law
2085 10 March 2009
Constitution of the Republic of South Africa, 1996: NMBM: Air Pollution Control By-law
2322 24 March 2010
Constitution of the Republic of South Africa, 1996: NMBM: Cemeteries and Crematoria By-law
2322 24 March 2010
Constitution of the Republic of South Africa, 1996: NMBM: Health By-law for the Operation and Management of Initiation Schools
2322 24 March 2010
22
TABLE 5: BY-LAWS
BY-LAW GAZETTE
NO. DATE OF GAZETTE
Constitution of the Republic of South Africa, 1996: NMBM : Municipal Health By-law
2322 24 March 2010
Constitution of the Republic of South Africa, 1996: NMBM: Noise Control By-law
2322 24 March 2010
Constitution of the Republic of South Africa, 1996: NMBM: Prevention of Public Nuisances and Public Nuisances Arising from the Keeping of Animals By-law
2322 24 March 2010
Constitution of the Republic of South Africa, 1996: NMBM: Public Amenities By-law
2322 24 March 2010
Constitution of the Republic of South Africa, 1996: NMBM: Waste Management By-law
2322 24 March 2010
NMBM: 2010 FIFA World Cup South Africa By-law
2361 14 May 2010
Constitution of the Republic of South Africa (108/1996): NMBM: Outdoor Signs (Advertising and Other) By-law
2361 14 May 2010
Water Services Act (108/1997): NMBM: Water and Sanitation Services By-law
2361 14 May 2010
Source: NMBM Chief Operating Office – Legal Services
Good governance and administration remain a key area for effective service
delivery and organisational efficiency. A performance management system is
in place to ensure that the executive and administrative leg of the institution
perform their functions in line with the policies, by-laws and strategies
effective for a progressive Nelson Mandela Bay.
23
2.2 Spatial Development Framework and Sector Plan Linkages
2.2.1 Spatial Overview
The Nelson Mandela Bay Municipality was the first metropolitan municipality
in the Eastern Cape Province and is one of eight metropolitan municipalities in
South Africa. The Nelson Mandela Bay Municipality (NMBM) covers an area
of 1950 square kilometres and is bordered by the Sundays River in the north,
the Van Stadens River towards in south west and Greater Uitenhage/
Despatch areas towards the west of the metropolitan area. The demarcation
process as provided for in the Demarcation Act (Act 27, 1998) caused the
disestablishment of seven (7) separate local authority administrations and the
formation of the Nelson Mandela Bay Metropolitan Municipality (NMBMM).
The most significant administrations incorporated were Port Elizabeth,
Uitenhage, Despatch and a portion of the Western District Council. The map
below shows the urban and natural form of the NMB.
Source: Nelson Mandela Bay Human Settlement Directorate
24
This Chapter outlines the key features of the three strategic documents which
are the Metropolitan Spatial Development Framework (MSDF), the
Sustainable Community Planning (SCP) Methodology and the Built
Environment Performance Plan (BEPP). These are interrelated and
interwoven and together form the spatial strategy of the City. The documents
exist as separate documents and the MSDF and BEPP are created as legally
compliant documents. The MSDF is the primary spatial plan of the city and
represents the spatial manifestation of the IDP. All matters of a spatial nature
concerning the municipality centre on the MSDF. It necessarily includes the
Sustainable Community Planning methodology and the Built Environment
Performance Plan mentioned below.
2.2.2 Metropolitan Spatial Development Framework (M SDF)
The MSDF was last approved by Council in 2009. This Chapter includes the
revised Spatial Development Framework Strategy. The Spatial Planning and
Land Use Management Act 2013 (SPLUMA) sets the legal framework for an
SDF of a municipality. It is the intention to ensure the adoption of a new and
legally compliant SDF in the 2016/17 financial year together with the new
post-election IDP. The core principles of the MSDF remain intact over multi
year periods and political cycles. The MSDF must give effect to the
development principles contained in the Spatial Planning and Land Use
Management Act, 2013 (SPLUMA). These are:
- Spatial Justice;
- Spatial Sustainability;
- Efficiency;
- Spatial Resilience; and
- Good Administration.
The MSDF reflects key land uses such as major transport routes, future
transport links, environmentally important areas and key potentials and
constraints. The MSDF, also aims to sequence future development areas in a
25
manner that makes the best use of infrastructure services and limits leap
frogging of development and unnecessary expansion of infrastructure
networks.
The following objectives of the MSDF support sustainable development with
the Nelson Mandela Bay Metropolitan Municipality:-
- Analysis of spatial opportunities, constraints, patterns and trends;
- Identification of the need for spatial restructuring and land reform;
- Provision of spatial solutions to developmental issues;
- Identification of national spatial development principles and their spatial
application in the NMBM;
- Understanding of and allow for the spatial implications of social,
economic and environmental sustainability;
- production of a document to guide decision-making on developable
and non-developable areas including the sequencing of development,
and
- Creation of a framework for public and private investment decisions to
facilitate investor confidence.
The legal importance of the MSDF is contained, inter alia, in the Spatial
Planning and Land Use Management Act 2013 (SPLUMA), Chapter 4, which
states that
“ a Municipal Planning Tribunal or any other authority required or mandated to
make a land development decision in terms of this Act or any other law
relating to land development, may not make a decision which is inconsistent
with a municipal spatial development framework, unless if site specific
circumstances justify a departure from such provisions.”
The MSDF is a broad level plan at a metropolitan scale. The details of the
MSDF are articulated in the more detailed Local Spatial Development
Frameworks (LSDFs) which are a detailed interpretation of the broader MSDF
26
and articulate site specific land use policy and networks for areas. A further
more detailed layer of plans for specific areas are the Precinct Plans. The
LSDF’s and, where applicable, Precinct Plans are used together with the
MSDF for the evaluation of land development applications. Council approved
LSDF’s are prepared for most areas of the city within the urban edge. The
remaining LSDF’s are in the course of preparation. The areas of the City
which are beyond the Urban Edge are covered from a policy perspective in
the approved Rural Management Policy of the Council.
2.2.2.1 MSDF Priority Areas
The MSDF provides strategic guidance in respect of areas on which the
Municipality should focus the allocation of its resources. In order to assist in
prioritising projects and allocating resources, four main elements of the MSDF
are isolated as geographic entities that give guidance as to where the priority
capital investment areas lie. These areas are:
- Core economic areas
- Infill priority areas
- Strategic development areas
- Service upgrading priority areas
The MSDF is also supported by a number of sectoral plans and topic-specific
planning documents which include the following:
- Strategic Environmental Assessment
- Urban edge/Rural management and urban densification policies
- Demographic Study update
- Land Use Management System
- The Human Settlements Implementation Plan
27
2.2.2.2 Proposed MSDF Structure
Being the second largest metropolitan municipality in the country and covering
an area of approximately 1950km², the area of jurisdiction is spread out and
extends approximately 35 kilometres from east to west and 45 kilometres from
north to south. Approximately 35% of this area, which is located within the
urban edge, is developed.
The primary development axis to the north-west is focused along Uitenhage
Road with infill taking place on available land. Capacity still exists for further
infill opportunities on open land situated between Uitenhage, Despatch and
Port Elizabeth.The Swartkops River estuary and the resultant limited
opportunities to cross it impede development to the north. However,
Motherwell and its planned extensions dominate the northern side of the
estuary. Future expansion from Motherwell extending westwards toward
Uitenhage is foreseen in the short to medium term (2020).
2.2.2.3 Structuring the Plan
The main factors influencing the spatial structuring of the plan are based on:-
- available land and its features
- envisaged population growth
- economic development, and
- The principles guiding integration, efficiency and sustainability.
The following considerations have been used to determine the basic structure
of the plan:
- Land earmarked for new development has been selected on the basis
that vacant land within and close to the existing built up areas is utilised
first, where after areas further removed should only be considered for
development once more centrally located land has been taken up. This
28
will encourage efficient use of existing infrastructure before network
extensions are required.
- Land uses are to be arranged in such a way so as to promote the
development and use of an efficient public transport system.
Densification and a mix of land uses along major transport corridors
can achieve this objective.
- Access to green recreational zones from residential areas has been
given special attention. Natural, sensitive areas have been identified
for protection and additional green spaces have been set aside for
recreational use as well as other uses that are of an ecological nature.
- Certain land uses have been kept separate due to the potentially
adverse nature of their impact on neighbouring uses. For example,
large industrial areas are kept away from residential areas due to the
nature of industrial operations generating heavy traffic, air pollution and
noise.
- Recognising existing economic nodes such as the Coega IDZ as well
as the main Uitenhage and Port Elizabeth industrial areas, existing
commercial centres as employment nodes and therefore structuring
elements.
- Further transport links are proposed to promote integration and overall
accessibility, linking major centres and industrial areas with the
residential areas is important taking into account the limitations
resulting from valleys, rivers and escarpments.
- Public transport corridors have been proposed linking economic areas.
Early promotion and development. The future growth direction from
Motherwell would thus be to the west in the direction of Uitenhage with
the Coega IDZ providing employment opportunities for the adjacent
residential areas of Motherwell.
- Main arterial roads and rail links for private and public transport
between the different urban areas are most easily arranged in east
west directions. Linkages in the north-south directions as well as
inland are impeded by valleys, rivers and escarpments and are
29
consequently mainly limited to coastal corridors. It is important that in
cross city linkages are explored to ensure accessibility.
It is vital to reserve land for future communication links through the urban
zones. This is especially important when building in between existing
developments to make the urban structure denser and more efficient. The
reserves can help avoid future transport problems and extra costs for creating
new links through developed areas.The approach should therefore focus on
pedestrian movement, public transport and the provision of access to services
and job opportunities.As expansion takes place, an important challenge that
arises is the need to minimise the extension of road infrastructure and, where
it is imperative that it be extended, to ensure that maximum benefit is derived
from the investment.
Based on current economic growth patterns and predictions for the future it is
assumed that as much as 80% of the future population of the metropolitan
area will not own cars. This means that the majority of the population will use
public transport. Therefore, coupled with endeavours to reduce travel
distances to and from work and facilities, there is a dire need to develop a
public transportation system that will be attractive to commuters and reduce
the need to continually build bigger and more expensive roads merely for
predominantly single occupant vehicles. It is probable that a public
transportation system will not be in the form of underground rail or some other
sophisticated system. Initially it is likely to be a system merely
accommodating high occupancy vehicles (HOV’s) in dedicated lanes where
they can move rapidly from one point to another.
Expansion proposals have therefore been based on the potential to develop a
public transportation network that will best serve the city. Existing road and rail
routes have been analysed to determine whether they could be utilised as
public transportation routes. Possible extensions to that network have been
examined and allowance is made for the logical expansion and extension of
the transportation network.
30
2.2.2.4 Primary Structuring Elements
Apartheid planning consigned most of the South Africa cities based on the
principles of segregation, separate development and unequal access to
resources. Such planning divided cities and resulted in places of work and
economic opportunities being far from the majority of the populations
residences. Measures and strategies need to be put in place to actively
restructure the city.The following elements are impoertant considerations in
achieving this.
2.2.2.4.1 Activity Nodes
Nodes are places of high accessibility characterised by a concentration of
mixed use activities such as retail, office, entertainment, community facilities
and residential components. Such places are usually located at strategic
transport interchanges. These nodes should be economic developments and
private sector investments. Well-functioning urban nodes are vibrant areas
comprising shopping, work, social and cultural opportunities and public
transport facilities in a high quality, safe public environment.Furthermore; they
are regarded as priority areas for densification, integration, intensification and
improvement of environmental quality. Nodes are mostly targeted for public
and private invest investment as they can enhance economic opportunities
and enable more efficient service delivery intensifying activities.
31
Source: Nelson Mandela Bay Human Settlement Directorate
2.2.2.4.2 Urban Corridors / Activity Spines
Urban corridors are a combination of structuring elements that reinforce a
hierarchy of nodes. They have varying development intensity and width.
Mixed used activities should be created and promoted within such the
corridors/spines which include different modes of transport, thus minimising
travelling costs and the costs of transport infrastructure by increasing
accessibility to employment opportunities especially for previously
disadvantaged communities.
The city structure needs to be developed in a manner that uses infrastructure
more efficiently and minimises the need to extend infrastructure networks
unnecessarily. Transportation infrastructure is the most expensive
infrastructure in urban development and extensions to road and rail networks
32
need to be kept to a minimum. Residential and commercial densities along
transportation routes need to be increased at strategic locations (i.e. near
development nodes) in order to transform major routes into activity or
development corridors and create an environment conducive for sustainable
human settlements i.e. live, work and play.
A corridor must be the result of intensified development along a transport
route and not merely the creation of business opportunities of a low key
nature on either side of a major road as this will not promote public transport
as an alternative to private transport. Activity spines can be defined as
concentrated urban development along movement routes which are typically
also major public transport routes. Development can either take the form of
continuous linear development or a series of nodes along the activity spine.
33
2.2.2.5 Natural Open Space and Green System
The Nelson Mandela Bay Municipality’s open space network plays a
fundamental role in shaping the city through conservation of ecological
resources which are amongst the major structuring elements guiding the
development of the city. The open space network has spatial, social and
technical dimensions.
The Main objectives of the open space network are to:
- Conserve, protect and develop natural resources in the Metro;
- Provide interaction between the built and natural environment;
- To address the interface between the land use typology green system;
- To promote the sustainable use and management of the open space
network.
The open space and green system within the metro provide a diverse range of
environments which are characterised by conservation areas, recreation
activities, corridor parks, watercourses, ridges, heritages sites etc. Existing
natural environmental resources are economic assets as they promote
livability and vitality of communities. The open space and green system
should be protected and enhanced to ensure that the ecosystems within it are
able to effectively deliver services. Planning should allow the City to confront
and manage aspects of growth and development in ways that preserve,
protect, and enhance the environment. The protection of the natural visual
quality of the area increases the attractiveness, livability and investment
potential of the area.
2.2.2.6 Consolidation and Densification
A consolidation and densification approach promotes more compact urban
development, especially to those areas which are well serviced and centrally
located. This approach contributes to the restructuring of the urban
34
environment and discourages urban sprawl by promoting development that is
adjacent to existing urban areas. Furthermore, it promotes more efficient use
of the existing infrastructure, especially at urban centres and along urban
corridors. The rules that should apply to densification are:
- Higher density development should be focused around and within
walking distance from major activity areas and transport services.
- Densities decrease as the distance away from major activity areas
increases. Higher densities in the wrong locations or which are
removed from major activity areas and transport routes can be harmful
to urban efficiency and sustainability.
2.2.2.7 Growth Management/Urban Edge
Most urban areas in South Africa are characterised by urban sprawl, resulting
in people spending a lot of time and money travelling long distances to work,
shops, schools and social facilities. Local authorities also invest large
amounts to provide and maintain excessive infrastructure. In dealing with this
undesirable development pattern, a tool of the spatial development framework
for growth management is the demarcation of an urban growth boundary or
urban edge. The “urban edge” is a conceptual boundary that delineates the
urban area in order to contain physical development and sprawl and re-direct
growth towards a more integrated, compact and efficient urban form that is
guided by detailed plans.
The delineation of an urban edge is vital for achieving an efficient and
sustainable municipality through –
- Containment of urban sprawl;
- Intensification of development;
- Integration of urban areas;
- Protection of valuable agricultural, natural and cultural resources;
- The optimum use of existing resources in established urban areas,
such as bulk service infrastructure, roads and public facilities; and
- Reducing the need for commuting as well as commuting distances.
35
Source: NMBMHuman Settlement Directorate
2.2.2.8 Incorporating Sector Plans
The sector plans, which have major spatial implications for the MSDF, are as
follows:
- Environmental Management Framework/ Metropolitan Open Space
System (MOSS)/Biodiversity plan.
- Coastal Management Plan and Coastal Development Line (Hazard
Line) Study
- Disaster Management Plan
- Infrastructure Development Plans ( water and sewerage)
- Comprehensive Integrated Transport Plan
- Integrated Waste Management Plan
- Local Economic Development Strategy
- Tourism Master Plan
- Human Settlements Plan
36
- Land Use Management System
- Heritage Register
The abovementioned sector plans are discussed in more detail in the sector
department sections of the IDP however the following brief descriptions are
included for the more significant sector plans:
2.2.2.8.1 Environmental Management Framework, 2014 (EMF)/Metropolitan
Open Space System (MOSS)/Biodiversity plan
The Nelson Mandela Bay Municipal Environmental Management Framework
is the main tool used to manage the natural environment. All development
proposals should be evaluated against this framework. The main purpose of
an EMF is to proactively identify areas of potential conflict between
development proposals and critical and sensitive environment. It assists in
focusing EIA‟s and other decision-supporting instruments on the most
important issues by pro-actively red-flagging areas of high environmental
importance.Embedded in the EMF is the Biodiversity Study which has
prioritized areas of NMBM in terms of biodiversity and forms the basis of the
Metropolitan Open Space System which is a major structuring element of the
MSDF.
The development of an open space and green system is based on the Nelson
Mandela Bay Municipality Draft Bioregional Plan 2010 (currently under
review), which shows terrestrial and aquatic features that are critical for
conserving biodiversity and maintaining ecosystem functioning. The NMBM
Bioregional Plan is aimed at conserving biodiversity at a regional level and is
primarily concerned with guiding land use planning and decision making
through improving the legal standing and conservation of Biodiversity /
Conservation areas by all organs of state. A well-defined metropolitan open
space network is an important and integral part of the spatial development
concept of the MSDF.
37
2.2.2.8.2 Coastal Management Plan
The Nelson Mandela Bay Municipality’s Coastal Management Program which
is in line with the requirements of the National Environmental Management:
Integrated Coastal Management Act 24 of 2008 is currently under review. A
vision for coastal zone management is necessary to articulate the desired
state of the coast, and to help guide the setting of management objectives and
priorities for implementation. Principles/values for coastal zone management
which will be taken into consideration are as follows:
- Maintain coastal integrity and protect natural resources
- Promote sustainable development and natural resource utilisation
- Ensure equitable access to the coastal zone for the whole community
- Prioritise safe use of the coastal zone for all people
- Transparent and inclusive decision-making and diverse participation in
coastal zone management
- Collective responsibility in coastal zone management
- Focus on education and awareness.
2.2.2.8.3 Disaster Management Plan
“Disaster management is a continuous and integrated multi-sectoral and multi-
disciplinary process of planning and implementing measures aimed at disaster
prevention, mitigation, preparedness, response, recovery and rehabilitation”
(Disaster Management Act, 2002).
Disaster management is aimed at:
- Preventing or reducing the risk of disasters.
- Mitigating the severity or consequences of disasters.
- Emergency preparedness.
- A rapid and effective response to disasters.
- Post-disaster recovery and rehabilitation.
38
The plan was adopted by Council in 2005 and revised in 2010. Similarly, the
Policy Framework was adopted in 2005 and revised in 2010. A disaster risk
assessment was conducted in 2005 and revised in 2010. The Flood
Contingency Plan was drafted in 2010 and the Disaster Management By-law
which was gazetted in 2009 is currently being reviewed.
2.2.2.8.4 Infrastructure Development Plans- Water/ Sewerage
Improving service delivery is an integral part of the Municipality’s mandate.
The Municipality is acutely aware of the many service delivery challenges
confronting it, and has developed a number of plans to address these
challenges. The Water and sewerage master plans are closely aligned to the
MSDF and review spatial location, demand and supply over time and the
provision of these essential services.
2.2.2.8.5 Comprehensive Integrated Transport Plan (CITP)
In terms of section 36(1) of the National Land Transport Act, 2009 (Act No.5 of
2009), the Minister of Transport has published minimum requirements and
guidelines of the preparation of Comprehensive Integrated Transport Plans
(CITP’s). The integrated Transport Plans prepared by municipalities must
comply with the requirements. In terms of the above, the Nelson Mandela
Municipality is required to prepare a Type 1 Comprehensive Integrated
Transport Plan every five years, which must be updated annually. The
municipality’s CITP covers the five year period from July 2011 to June 2016
and provides an overview of the current transport situation, identified transport
needs and the strategies required to address these needs. A review of the
plan is underway.
39
2.2.2.8.6 Integrated Waste Management Plan (IWMP)
The first generation Integrated Waste Management Plan was adopted by
Council in July 2005 and set objectives for creating an appropriate,
sustainable waste management system. A revised draft IWMP has been
prepared and is currently being subjected to public participation with a view to
its approval in the 2016/17 financial year.
2.2.2.8.7 Local Economic Development Strategy
The situational analysis of Nelson Mandela Bay indicates high levels of
poverty and unemployment. Forty four percent of the economically active
population is unemployed and 38% of the total households are indigent.
There is a need to accelerate poverty alleviation as well as implement
programmes and projects with potential for growth and development.
Amongst the focus areas in terms of the growth of Nelson Mandela Bay are
SMME and co-operative development, urban agriculture, tourism, broad
based economic empowerment, investment and economic diversification.
Furthermore, the national government initiated programmes under ASGISA
and EPWP play an important role in poverty alleviation and job creation. The
Municipality is aware that to implement various programmes needed to create
jobs and reduce unemployment, skills development is key. Most of the people
who are unemployed are also unskilled hence the need to develop a
comprehensive skills development strategy.
2.2.2.8.8 Tourism Master Plan
During 2005, a Strategic Tourism Development Plan (Tourism Master Plan)
was developed for Nelson Mandela Bay. The plan was commissioned as an
integral part of the implementation framework of the Economic Growth and
Development Strategy which identified a number of key and strategic
development initiatives and prioritised the need for a planning framework that
40
would position Nelson Mandela Bay as a unique and competitive visitor
destination within South Africa and in the African continent. A final Tourism
Master Plan was produced and accepted by Council during 2009.
2.2.2.8.9 Human Settlements Plan/ Housing Sector Plan
The Human Settlement Plan has the following objectives:
- Outline the housing / human settlement dynamics in the NMBM.
- Document housing and human settlement delivery, best practices and
lessons.
- Set out proposals to fast-track human settlements and addressing
shortcoming of current delivery systems in the Nelson Mandela bay
Municipality.
2.2.2.8.10 Land Use Management System
A revision to the land Use Management System has been prepared which
consolidates and reviews the 12 different zoning schemes in existence in
NMBM. Now that the Spatial Planning and Land Use Management Act have
been promulgated the legislative environment is conducive to finalising the
system in line with the new legislative imperatives.
2.2.2.8.11 Heritage Register
The NMBM has a diverse and large amount of built environment heritage.
This ranges from pre 1820 to settler to modern to struggle heritage that is
evidenced in the built environment and planning of the Metro. The built and
place specific heritage of the NMBM is valuable to the NMBM citizens in
helping create an identity as well as providing economic opportunities through
tourism and other means. A Built Heritage Asset register exists for priority
areas of the Metro and the most important and significant built asset have
been determined and recorded. Funding currently prevents completion of the
register. Once the register is completed it will pave the way towards the
41
NMBM having the powers of the South African Heritage Resources Act
(SHRA) in respect of the Built Environment devolved to it. This is important as
the function is not being performed adequately by the provincial authority
which is seriously under resourced.
2.2.3 Sustainable Community Planning (SCU) Methodology
The SCU Methodology is an international award winning planning
methodology developed and implemented in Nelson Mandela Bay Municipality
(NMBM) to enhance the levels of sustainability and integration of development
within the city and to reduce the effects of entrenched segregation. It
promotes the analysis and planning of the city in what are termed Sustainable
Community Units (SCU) which apply to both new and existing areas and aims
to ensure that any development is examined through the lenses of housing,
work, services, transport and character/identity, in order that the need to travel
is reduced and that essential services in the above categories are available
within walking distance of all households within an SCU.
The existing pattern of development in Nelson Mandela Bay is the result of
historical segregation-based planning. The structuring not only separates
different racial groupings in geographical terms, but has also resulted in great
disparities in standards of living, as well as access to infrastructural services,
employment, and cultural and recreational facilities. As these imbalances
serve as constraints for redevelopment, they should be addressed and
rectified.
Sustainable Community Units (SCUs) have been introduced to achieve a
more balanced structure in Nelson Mandela Bay, in order to reduce
discrepancies in terms of service provision and standards; promote integration
in socio-economic and functional terms; and provide for economic activities
and employment opportunities.The urban area of Nelson Mandela Bay has
been divided into a number of planning units or entities, known as Sustainable
Community Units. These are defined by the distance that an average person
42
can comfortably walk in half an hour, i.e. a 2 km radius. The planning
methodology aims to provide the requirements for a minimum standard of
planning and living within those areas; in other words, amenities, facilities and
job opportunities must be within walking distance of all residents. All SCUs in
Nelson Mandela Bay are to be linked by a public transport network, which will
ensure that all areas are accessible to all communities by means of public
transport, which is also required in terms of the Integrated Transport Plan.
Basic municipal facilities and services should be provided within walking
distance of residential areas; higher order facilities can be located further
away, as reflected below.
Source: NMBM Sustainable Community Planning Guide 2007 - Distance to Facilities
The SCU planning methodology concept identifies the need to make higher
levels of sustainability and integration in Nelson Mandela Bay the primary
focus of SCU planning. The basis for sustainable community planning lies in
the development principles adopted at national, provincial and local
government levels, as supported by legislation and government policies.
The Municipality’s Sustainable Community Planning methodology, which is
currently being implemented, covers both existing and future areas of
development. A fundamental principle of this plan is to have work
opportunities closer to places of residence in order to reduce the need to
travel. This is to be achieved through the planning of new areas to
accommodate more than just housing developments but also through a
43
paradigm shift on the location of new settlements closer to, rather than further
away from, places of employment and social and public amenities. Peri-urban
areas in which settlements exist, are also planned according to the
Sustainable Community Planning methodology, with a view to providing local
job opportunities.
The development goals and principles of particular importance for spatial
planning in SCUs are:
- Poverty alleviation and the satisfaction of basic needs.
- Focus on special needs groups (HIV and AIDS affected persons,
children, the elderly, and persons with disabilities).
- Gender equality and equity.
- The environment (physical, socio-economic).
- Participation and democratic processes.
- Local economic development.
- Accessibility (public transport and pedestrian focus).
- Mixed-use development.
- Corridor development.
- Safety and security.
- Variation and flexibility.
- Appropriate densification.
- Reducing urban sprawl.
To achieve both sustainability and integration, six functional elements need
attention in relation to the above principles.
These six functional elements are:
- Housing
- Work
- Services
- Transport
- Community
- Character and identity
44
Focusing on these six elements, minimum standards are pursued to achieve
an acceptable planning quality that will result in an improved quality of life for
residents in these areas (for more detail on the planning methodology outlined
above, refer to the Sustainable Community Planning Guide, dated June 2007;
also available on the municipal website: www.nelsonmandelabay.gov.za).
2.2.4 Built Environment Performance Plan (BEPP).
The Built Environment Performance Plan (BEPP) is an annual requirement of
the Division of Revenue Act that aims to bring about practical spatial
restructuring of the countries Metropolitan Cities through defining and actively
implementing an Urban Network Strategy (UNS) that defines CBD’s and hubs
connected by Integration Zones wherein Transit Oriented Development is
promoted as well as catalytic projects and high density mixed use
developments. The BEPP also focusses on the implementation of Growth
Nodes and Informal Settlement eradication. The BEPP is required to release
various grant funding from National Treasury and can be seen to represent
the capital urban investment strategy of the city.
The BEPP is a requirement of the Division of Revenue Act (DoRA) in respect
of the various infrastructure grants related to the built environment of
metropolitan municipalities. It is submitted to National Treasury in order to,
inter alia, access the following conditional grants:
- Integrated City Development Grant (ICDG)
- Urban Settlements Development Grant (USDG)
- Human Settlements Development Grant (HSDG)
- Public Transport Infrastructure Grant (PTIG)
- Neighbourhood Partnership Development Grant (NDPG)
- Integrated National Electrification Grant (INEP)
The BEPP aims to demonstrate the use of these grants for the purpose of
spatial restructuring through targeting capital expenditure in areas that will
maximise the positive impact on citizens, leverage private sector investment,
45
and support growth and development towards a transformed spatial form and
a more compact city.The Built Environment Performance Plan builds the
foundation for refinement and consolidation of the prior BEPP’s particularly
the 2015/16 BEPP by emphasising spatial planning and prioritisation through:
- Spatial Targeting - prioritising Integration Zones
- Local area planning
- Greater catalytic project preparation detailing
- Recognising the need for intergovernmental planning and sector
alignment
- Working towards a strategy for the prioritised Integration Zone
- Articulating the required Urban Network Strategy investments in order
to maximise provincial, national and State Owned Enterprises
investments.
- Defining a pipeline of catalytic urban development projects
The BEPP is complementary to, the Municipality’s key strategic documents,
including the Integrated Development Plan (IDP), the Budget, the Spatial
Development Framework (SDF) and the Comprehensive Integrated Transport
Plan. The BEPP can be seen to represent the investment strategy of the
Municipality in fulfilling its objectives of equitable city development,
transformed spatial form and more compact city development.
The BEPP focuses on three main areas:-
- An Urban Network Strategy (UNS) - including Integration Zones and
catalytic projects
- Growth nodes
- Informal Settlements and marginalised areas
46
2.2.5 Urban Network Strategy/Integration Zones and Catalytic Projects
Spatial targeting and the elimination of spatial inequalities, as envisaged in the
National Development Plan, is an underlying principle of the Urban Network
approach, hence the focus on catalytic development of under-serviced city
areas.The Urban Network Strategy identifies a number of network elements
(CBD, Hubs, Growth areas) and allows for the identification of Integrations
zones that link CBD’s and Hubs in which catalytic development is
encouraged.
2.2.5.1 Township Cluster
For the purposes of analysis the townships of Nelson Mandela Bay have been
clustered into six township clusters. These are as follows:
- Uitenhage, Despatch, KwaNobuhle and Bloemendal Cluster:
- Motherwell-Wells Estate Cluster:
- Ibhayi-Bethelsdorp Cluster:
- CBD Cluster:
- Southern Areas Cluster:
- N2 – Western Areas Cluster
47
Urban Network Strategy : Township Clusters - Source: NMBM 2015
The density and income characteristics of these clusters are further illustrated
in the figures below, which highlight the higher densities and lower income
levels of the Northern Townships (clusters) with Ibhayi having the highest
density per hectare. Motherwell has the highest percentage of the population
earning less than R3 183 per month. The population numbers and densities
in the Southern Clusters are noticeably smaller and lower than those of the
Northern Clusters.
48
Urban Network Strategy: Cluster Densities (Persons/Ha) - Source: NMBM, 2015
Urban Network Strategy: Cluster Densities (Persons/Ha) - Source: NMBM, 2015
49
2.2.5.2 Identification of urban network elements of the UNS
The major elements of the Urban Network Strategy are illustrated and
explained in more detail below.
Urban Network Strategy Framework - Source: NMBM, 2015
2.2.5.3 Central Business Districts (CBD’S)
The Urban Network Framework identifies the CBD’s of Port Elizabeth,
Uitenhage and Despatch as important nodes. The Port Elizabeth CBD is
identified as the primary CBD for Nelson Mandela Bay Metropolitan Area.
2.2.6 Primary Network/Transport Links
2.2.6.1 Major Arteries
The primary transport network includes three of the five major transport
arteries, being Harrower/Stanford Road, Provincial Route R75 and the Khulani
Corridor. Other primary arteries are Old Cape Road (R101), Provincial Route
R10, Heugh/Buffelsfontein Road, William Moffat Expressway and the N2.
These arteries/transport links form the structure of the Integrated Public
50
Transport System in Nelson Mandela Bay which is comprised of road and rail
network links.
2.2.6.2 Road Network
Public transport serves the metropolitan area along the following existing and
planned routes:North-South linkage between the PE CBD and Motherwell via
Ibhayi ;2 along the Khulani Corridor North-West linkage between the PE CBD
and Bloemendal/Bethelsdorp along Stanford Road South-West linkage
between the PE CBD and the Western Suburbs via Old Cape Road.
2.2.6.3 Rail Network
There is an existing passenger rail link between the PE CBD and Uitenhage
via New Brighton, Sydenham, Swartkops, Redhouse, and Despatch. This is
part of the Port Elizabeth – Graaff-Reinet Line. There is an existing passenger
rail link between PE CBD and Motherwell/Markman. This is part of the Port
Elizabeth – Johannesburg Line.
A future passenger rail link between Port Elizabeth CBD and Motherwell via a
proposed new Motherwell Rail Corridor parallel to Tyinira Street (Motherwell)
is planned. There is a long-term possible linkage between Coega and
Uitenhage. This is a high-priority project driven by PRASA and it is currently
being assessed in terms of NEMA processes. A narrow-gauge rail line exists
between Humerail (Port Elizabeth) and Loerie. This line originally served as a
goods line between Port Elizabeth and Loerie, but has fallen into disuse.
2.2.6.4 Other Activity Corridors
The Nelson Mandela Bay Urban Network further identifies other existing
mixed use activity corridors that are important. These are:
- Walmer: This corridor starts at Marine Drive as Walmer Boulevard,
increases in activity at 1st Avenue intersection, from where the road
51
becomes Heugh Road, and continues to the intersection of
Buffelsfontein Road and 17th Avenue.
- Walmer Main Road: This corridor commences in Heugh Road, it runs to
Walmer Main Road, to the intersection with the William Moffat
Expressway.
- William Moffat Expressway: This corridor starts from the intersection of
Buffelsfontein and 17th Avenue and runs along William Moffat
Expressway to Cape Road.
- Cape Road: This corridor starts at the intersection of William Moffat
Drive and Cape Road, and runs to Greenacres, terminating in the CBD.
2.2.7 Urban Hubs
2.2.7.1 Primary Hubs
The Primary Hubs are identified in the figure below as follows:
Primary Urban Hubs Port Elizabeth /Uitenhage /Despatch CBD - Source: NMBM 2015
52
2.2.7.1.1 Njoli/ Ibhayi Hub (Hub 1)
The Njoli Hub is identified as the Primary Hub, Hub 1. This hub has the
objective of linking and integrating the previously segregated townships of
Ibhayi and Bethelsdorp. Its identification was informed inter alia, by:
- its importance as an historical public space for meeting and informal
trading;
- the convergence of major routes in Ibhayi;
- the development of the Njoli transportation modal interchange along the
Khulani Corridor; and
The underlying potential to develop public facilities and amenities that will act
as catalyst for wider and more intensified developments that will enhance the
scale of economies for the installation of public infrastructure in these areas.
2.2.7.1.2 Zanemvula (Chatty Jachtvlakte) Hub (Hub 2)
The Zanemvula (Chatty Jachtvlakte) Hub is identified as the second Primary
Hub. It is in need of catalytic intervention to unlock the development potential
of this newly developed area. It is situated to the West of Njoli around the
intersection of the Bloemendal Arterial and Stanford Road.
Key elements in this hub include:
- The convergence of Standford Road, Bloemendal Arterials and the
MR448 (Old Uitenhage Road).
- The new Greenfield residential developments of Joe Slovo West;
Bethelsdorp North; Khayamnandi; the Chatty developments and the
Jachtvlakte/Kwanobuhle extensions currently in the planning stage will
yield in the order of 54000 residential opportunities, once fully
developed. Approximately 14000 units have already been completed
and are in need of social; facilities and amenities.
53
- There are large tracts of vacant and serviced land in the greenfield
development areas that can be utilized for catalytic high density infill
and mixed used development.
2.2.7.1.3 Integration Zones
Two integration zones are identified linking the CBD and Primary Hubs. The
Integration Zones traverse the poorest parts of the city where catalytic
development intervention is prioritised will be targeted for catalytic. These
Integration Zones are described below:
- Integration Zone 1 Khulani/ Njoli / Motherwell: This Integration Zone
has been includes Khulani Corridor as well as Motherwell Node. It links
the Inner City area and the Njoli Hub and incorporates a portion of the
Khulani Corridor between the Standford Road, Njoli Square and
Motherwell. It includes Secondary Hubs Kenako/ Vista and Red
Location and holds potential for urban regeneration and intensified
mixed use development along the Khulani corridor and around the Njoli
Hub and Motherwell.
- Integration Zone 2 Standford Road: This Integration Zone 2 along
Standford Road is a link between Integration Zone 1 and Chatty
Jachtvlakte. Environmental and spatial constraints make it a very
narrow corridor with limited scope for catalytic and development
intervention. These would be limited to modal interchanges along
Standford Road such as the Cleary Park Modal interchange.
2.2.7.1.4 Growth Areas
Four growth areas have been identified and are captured as follows:
- Walmer/ Summerstrand Growth Area: This area is one of the large
scale integrated residential development Mega Projects of the Human
Settlements Programme.
54
- Fairview West growth Area: Fairview West area is located within a 6 to
8 km radius from the CBD and is adjacent to the William Moffat
Expressway and Circular Drive activity corridors. It forms part of a land
restitution area from where large numbers of people were relocated. A
number of housing projects, comprising of mixed residential typologies
aimed at the lower income groups, contribute to the area being
identified as an area of substantial spatial development and enormous
potential to illustrate spatial transformation. The area is also identified
as a Mega Project in the Human Settlements Programme.
- Motherwell Growth area : Motherwell is historically under serviced in
terms of economic as well as social facilities and amenities and even
where those facilities and amenities exist, the quality is sub- standard.
Major extensions to the township area (Motherwell Extensions 12, 29,
30 and 31) are currently under construction as part of the municipal
human settlement programme. This development will yield almost
12 500 residential opportunities. This Growth area is the terminal point
for the Khulani Corridor, as well as future modal interchange for the
Integrated Public Transport System (IPTS).
- Baywest Growth Area: The Baywest / N2 node is anchored by the new
regional Baywest Mall which opened in May 2015. This node will
expand to include further intensified mixed use and residential
development, which if developed at full capacity, will render
approximately 10 000 permanent job opportunities and approximately
8 200 residential opportunities. Housing typologies will range from high
density rental and ownership apartments to low density single
residential units for a varied socio-economic sector.
Other developments such as the Kuyga extension, Westbrook and
Parsonsvlei form part of the larger nodal development area and contribute to
additional mixed use and residential development yielding a further estimated
6 500 residential opportunities. A direct road linkage between the Baywest/N2
Node and Chatty/Zanemvula has been identified as high priority in order to
55
enhance the accessibility of this node to the northern townships of the Metro,
from a convenience and job opportunity perspective.
2.2.7.2 Secondary Hubs
The Urban Network Framework includes the following Secondary Hubs:
- Kenako/Vista:
- Red Location
- Jachtvlakte/ Kwanobuhle
- Wells Estate
Other Nodes Identified include:
- Greenacres/ Newton Park Node:
- Walmer Node:
- Great Westway (Makro/ Framesby/ Westering) Node
2.2.7.3 Catalytic Projects
The Catalytic Projects of the BEPP reflect interventions that include
developments that are: within defined Integration Zones private and public
sector initiatives in their implementation inner city, mixed use, social,
commercial and residential development initiatives informal settlements and
marginalised area upgrading and. linkage projects such as critical road
infrastructure to ensure the proper linkages of the Integration Zones to the rest
of the city.
The following map shows the location of the selected catalytic projects in
relation to the Integration Zones of the Urban Network Strategy framework.
56
Source: NMB Human Settlement Directorate
Table 14 is a synthesis of the Catalytic projects as defined in the 2015/16 BEPP.
PROJECT NAME
TYPE DESCRIPTION / SCALE / IMPACT
Mermaid’s Precinct
Integrated inner-city revitalisation
Proposed mixed use integration project in the Mermaid’s Precinct Area of the CBD/ Inner City
Redevelopment of this land can impact on the rest of the CBD and the broader area by providing mixed social economic opportunities, recreation facilities, tourism facilities that will have a city wide I;2mpact.
The project is an MBDA project.
57
PROJECT NAME
TYPE DESCRIPTION / SCALE / IMPACT
Lower Baakens Valley Precinct and Port development
Integrated inner-city revitalisation
Integrated mixed use and residential infill development in the Lower Baakens Precinct Area.
Approximately 1000 hectares.
Happy Valley Precinct
Integrated Mix-use inner city development
Integrated mixed use and residential infill development in the Happy Valley Precinct Area
Public private partnership area
Close to mixed use housing opportunities
Strong tourism potential
Ibhayi / Njoli Urban Hub
Precinct Planning / Urban Hub Design
Detail Precinct Design in support of Urban Network Strategy
Poorest area of the city
Massive potential for integration of two previously separated communities
Triggered by the private development of Kenako Centre
Modal Interchange and Urban Hub Development
Development of Modal Transport interchange and commercial centre
Urban renewal project
Major transport hub
Present economic opportunities
58
PROJECT NAME
TYPE DESCRIPTION / SCALE / IMPACT
Tourism and educational development catalyst.
Red Location Cultural Precinct: holds potential for infill residential development
Biggest cultural precinct in Africa
Ability to create jobs in poorest part of city
When complete, the Red Location Cultural Precinct will comprise five public buildings
Red Location Museum - winner of multiple international awards for architecture and design.
It is anticipated that during construction of the performing arts complex 634 jobs will be created and that 701 will be employed in Red Location Precinct when fully operational.
59
PROJECT NAME
TYPE DESCRIPTION / SCALE / IMPACT
Bloemendal Arterial
Catalytic link road
Critical link connecting the Njoli and Chatty Jachtvlakte Hubs. Part of longer-term Comprehensive Integrated Transport Plan
Total 9 km (6.5 km + 2.5 km)
It strengthens the urban network strategy by linking it spatially
It will improve connectivity between areas which will increase economic activity
Essential transport collector to fast track development in the area
Impact will directly assist a predominantly poor area
Catalyst towards commercial development in the area and other social facilities which has been constrained due to no access
In the heart of Zanemvula areas which is a presidential project area accommodating in the order of 45 000 residential opportunities.
Zanemvula
Precinct Design Will also serve the Bloemendal and KwaNobuhle areas
Areas exists in the heart of Zanemvula project (45 000 residential opportunities)
Opportunities do not exist for connectivity to rest of the city and its role for transport hub
Design is needed to fulfil this broader role
In heart of integration zone identified in urban network strategy
Design is a prerequisite for urban network strategy
60
PROJECT NAME
TYPE DESCRIPTION / SCALE / IMPACT
Chatty Link Road
Critical for strategic land release as well as community-social infrastructure delivery (schools, clinics, crèches). Identified as a NMBM HSSF Mega Project.
1.98 km link road between Standford Road and Bloemendal Arterial Routes to unlock development and delivery of social and economic facilities and amenities.
Integrated Mixed Use Development
Integrated Mixed Use Development (Mega Project)
Land alongside the planned Chatty link road mentioned above
mixed use land to prevent area from being fully occupied by RDP housing without attendant socio economic facilities
alternative housing types, higher densities and other activities to be located along side public transport route
potential to bring employment generating activities into the heart of the Zanemvula project area where unemployment is high
catalyst for other socio economic activities and higher density residential opportunities
Approximately 172 ha of land could be released with completion of Chatty link road with potential yield of approximately 5000 Residential Units. Partially included in Phase 1 of Chatty Jachtvlakte Precinct Plan)
Further development of the Chatty Jachtvlakte node will yield an additional 28000 Residential Units over next 8 to 12 years
61
PROJECT NAME
TYPE DESCRIPTION / SCALE / IMPACT
Cleary Park Corridor TOD development
Public Transport
Cleary Park route
Catalytic activities around the modal interchange
Identify opportunities for public transport activities and densification along Cleary park route
Route very constrained
Needs intervention as a section runs alongside the commuter rail Cleary Park route lengths:
Trunk Route Cleary to CBD: 11.5 km, 16 bus stations (on the Harrower Road route) – the route via Berry’s Corner is not to be used for the initial phase)
Trunk Route Cleary to Greenacres: 11.6 km
Main Routes: 16.1 km total
Area Routes: 156.2 km total
Fairview West Integrated
Integrated Mixed Use and Residential
Integrated Mixed Use and Residential Development in the Fairview / Willowdene area comprising of mixed retail and mixed
62
PROJECT NAME
TYPE DESCRIPTION / SCALE / IMPACT
Development
Fairview West Integrated Development
(continued)
Development (Spatial Transformation)
residential development.
Identified as Mega-Project in terms of the NMBM Human Settlements Framework.
Current projects will yield approx. 2800 units –
Total no of Residential Units estimated at 2488 with further potential of approximately 2000 units on state owned land – total 4488 (Estimated) Potential socio economic integration area
Links south, west and north sides of the city
Alongside retail strip and access road
Close to job opportunities
New retail development (shopping centre) currently under construction
Construction of 300-bed private hospital about to commence
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PROJECT NAME
TYPE DESCRIPTION / SCALE / IMPACT
Catalytic infrastructure – Development of area to full potential will require infrastructure investment:
Bulk Sewer Upgrade (Lower Baakens and Driftsands Sewer Collectors); also bulk water supply
48 hectares cannot proceed without bulk sewer upgrade
Other private properties are also affected
Catalytic improvement in road network (particularly along main routes)
Motherwell Urban Hub
Precinct Planning / Urban Hub Design
Detail Precinct Design in support of Urban Network Strategy as well as the Khulani Corridor Development
Not an integration zone but an urban hub
Growing population – 200 000
Planned Commuter Rail Corridor will be major catalyst for development in this urban hub
Area fills critical role close to Coega IDZ
Presidential urban renewal project for close to 10 years
High unemployment
Low investment
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PROJECT NAME
TYPE DESCRIPTION / SCALE / IMPACT
N2 Nodal area
Growth Area Part of Western Areas development node centred around significant retail development comprising of:
Super Regional Shopping Centre (90 000 m2 GLA);
Surrounded by potential residential high density range of residential opportunities ranging from high density high end to low income high density use which will fulfil socio economic imperatives
Socio economic integration area
Approx 6835 permanent jobs in Baywest development only with potential for further 3000 plus opportunities at full capacity
True area for private public partnerships
Enhancing strategic connectivity with other nodal areas, e.g. Zanemvula and Chatty/ Jachtvlakte
Linking node from the mall to (Chatty) Zanemvula and Uitenhage and surrounds – unlocking full economic potential of the development node
Public Private Sector co-funding
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2.3 Situational Analysis
2.3.1 Introduction
The situational analysis and statistics presented in this chapter indicate the
developmental challenges facing Nelson Mandela Bay, such as poverty,
unemployment and service delivery backlogs. This is crucial as it provides the
municipality and its social partners with deep insight into local socio-economic
trends, patterns and development challenges.The situation analysis identifies the
developmental challenges of the municipality, through giving the demographic
trends, employment and education levels, crime statistics as well as key service
delivery challenges. The programmes and projects in this IDP are informed by this
scenario.
2.3.2 Nelson Mandela Bay at a glance
This profile uses data primarily sourced from Statistics South Africa, Global Insight
and administrative data from sector departments. The data sourced from sector
departments are the most recent that is available. The latest survey data available at
municipal level from Statistics South Africa is from the 2007 Community Survey and
comparisons are also made with the 2001 Census.
Population – 1,152,115
Households (formal): – 276 850
Area covered – 1 950 km²
Unemployment rate – 36,6 %
The composition of the above is detailed in the sections and tables to follow.
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2.3.2.1 Population Demographic Profile and Trends
The graph below depicts the demographic information for Nelson Mandela bay based
on Age Distribution and Gender. Demographics are further explained in Table 6
indicating that more than 60% of the population is made up of Black Africans and 52%
of the total population is dominated by females.
Source: Eastern Cape Department of Social Development, 2014
Table 6: Population by race and gender
Female Male Total % of Population
Black African 361518 331220 692738 60.13%
Coloured 141873 129593 271469 23.56%
Indian or Asian 6335 6502 12837 1.11%
White 85608 79816 165424 14.36%
Other 3787 5860 9647 0.84
Total 599121 552991 1152115 1152115
% Total Gender 52.00% 48.00% 100.00% 100.00%
Source: StatsSA 2011 Census
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Table 7 is a summary of the demographic Information for Nelson Mandela Bay,
based on Age. Like other developing countries, South Africa is experiencing a youth
bulge, with the youth constituting more than 30% of the total population. In the
Nelson Mandela Bay, 35% of the population across all groups is between the ages of
10 – 29 years. A positive outcome of a youth bulge is demographic dividends; the
youthful innovation, if gainfully employed, can be used for poverty reduction and
economic growth. Future plans should facilitate the reduction of youth unemployment
coupled with the implementation and monitoring of an aggressive skills development
programme.
Table 7: Summary of the demographic Information
0-14 Years Old 15-65 Years Old > 65 Years Old Total
294269 795393 62453 1152115
25.54% 69.04% 5.42% 100.00%
Source: StatsSA 2011 Census
The following map showcases the Population density for Nelson Mandela Bay, per area:
Source: Cities Network State of the Cities Report 2011
68
As illustrated in the map above, the most densely populated areas of the NMB are:
Ibhayi (New Brighton, Zwide, and KwaZakhele), Uitenhage - KwaNobuhle, the
Northern Areas and Motherwell. These areas constitute more than 40% of the total
population of Nelson Mandela Bay. The highest number of people with low income,
unemployment, low education and low health standards is concentrated in these
areas.
Table 8 showcases the population growth trends in Nelson Mandela Bay:
Year Total Asians/Indians
(%)
Black African
(%)
Coloureds
(%)
Whites
(%)
2001 1 005 804 1.12 58.93 23.43 16.51
2007 (CS) 1 050 933 0.92 60.40 22.56 16.12
2011 1 152 112 1.11 60.13 23.56 14.36
2015 1 224 630 1.1 56.0 24.1 18.8
2020 1 243 930 1.0 55.9 24.4 18.7
Source: StatsSA (2011 Census), StatsSA Community Survey, StatsSA Mid-Year
Census 2011 indicates that the Eastern Cape as a province has a lower net
migration rate compared to other provinces. Nelson Mandela Bay has a growth rate
of 1, 36% (from 2001 till 2011) as compared to other Metropolitan areas, such as
Ekurhuleni (at 2, 47%) and Tshwane (at 3, 1%). The demographic trends for Nelson
Mandela Bay as depicted in Table 4 indicate a city with a steady increase in the
population, which can be attributed to migration patterns, birth and mortality rates.
2.3.2.2 Education in Nelson Mandela Bay
Education, unemployment levels, household incomes and the over-reliance by
communities on social grants and free government services are among the key
indicators used to measure poverty and inequality in the metropolitan area. Access
to education in the Metropolitan Area is illustrated in the following table in terms of
69
the various education levels and categories. Table 9 indicates the students in
educational institution by gender.
Table 9: Education levels
Institution Male Female Grand Total
Pre-school, including day care; crèche; Grade R and Pre-Grade R in an ECD centre
1177 1149 2325
Ordinary school including Grade R learners who attend a formal school; Grade 1 - 12 learners and learners in a special class
122286 119546 241832
Special schools 1087 832 1919
Further Education and Training Colleges (FET)
4663 5527 10190
Other Colleges 1824 2511 4335
Higher Educational Institution University/University of Technology
11813 13691 25504
Adult Basic Education and Training Centres (ABET Centres)
1564 1995 3559
Literacy classes e.g. Kha Ri Gude; SANLI 277 395 672
Home-based education/ Home schooling 590 554 1143
Not applicable 407713 452922 860636
Grand Total 552994 599121 1152115
Source: StatsSA Census 2011
Altogether 3% of residents have no schooling, 13% have Grade 7 or less (primary
school level) and 75% have Grade 12 or less (secondary school level) , these figures
exclude the current population of pre-school and school-going age; i.e. 0-19 years
(2011 Census). Factors contributing to low education levels could include poverty
and other social challenges, forcing the Municipality to look at strategies, along with
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other sectors of government and the private sector, aimed at promoting education
from early learning development up to tertiary levels.
2.3.2.3 Unemployment
Statistics show that Nelson Mandela Bay still faces high levels of unemployment
which might be attributed to a decline in economic growth and activities as indicated
in the Strategic Development Review findings. This requires the Nelson Mandela
Bay to refocus on skills development and youth employment programmes in the
golden five years era.
Table 10 : Employment status within Nelson Mandela Bay:
Official Employment Status
Working age population % of Working age population
15 – 35 years
36 - 65 years
Total 15 – 35 years
36 - 65 years
Total
Employed 125427 164725 290152 15.77% 20.71% 36.48%
Unemployed 108817 58412 167229 13.68% 7.34% 21.02%
Discouraged work-seeker
26637 15225 41862 3.35% 1.91% 5.26%
Other not economically active
166188 123782 289970 20.89% 15.56% 36.46%
Not Applicable 0 6181 6181 0.00% 0.78% 0.78%
Labour Total 427069 368325 795394 100.00% 100.00% 100.00%
Source: StatsSA Census 2011
2.3.2.4 Household Information and Income Levels
Households within the NMBM have increased from 265 109 in the year 2001 to
324 292 as per the 2011 Census report, as shown in Table 11. A large number of
these households are female headed households (over 40%), requiring government
programmes to take this into account during planning and implementation.
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Table 11: Household information
Type of household Total
Formal households 276850
Informal households 30202
Households/Flat/Room in back yard 6890
Informal households in back yard 8862
Other 1488
Total 324292
Source: StatsSA Census 2011
The graph below indicates, as per the 2011 Census, the high inequality gap within
the NMBM, where 44,3 % of the population falls within the no income category and
only 0,08% of the population earning in the highest income category of R204 401 or
more per month. The ‘No Income’, ‘Unspecified’ and ‘Not Applicable’ categories
depicted in the graph includes those outside the working age group of 15 - 65 years.
The following graph indicates the Household Income levels for Nelson Mandela Bay
as per the 2011 Census:
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44.3
27.82
5.71 4.8 4.38 3.02 0.97 0.22 0.11 0.08
7.251.350
5
10
15
20
25
30
35
40
45
50
HOUSEHOLD INCOME (2011)
Source: 2011 Census; Statistics South Africa
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2.3.2.4.1 Spatial representation per household
The following map illustrates the spatial representation of households earning less
than R3183 per month within Nelson Mandela Bay:
Source: NMBM Spatial Development Framework concept document
The above map shows a number of areas, especially within the integration zones,
where the majority of the city’s population is concentrated, that earn either no income
or less than R3183 per month. This places strain on free government services that
need to be provided to such residents, especially those declared as indigent. These
zones which are made up by the old Port Elizabeth townships (formally known as
Ibhayi), Motherwell, Northern Areas and Uitenhage townships, have a total
population of more than 60% with low income levels, meaning that most government
investments should be concentrated on these zones.
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2.3.2.4.2 Assistance to the Poor Households
The municipality provides free basis services to households earning a collective
income of R2820 through the Assistance to the Poor (ATTP) scheme. The free basic
services include 75kWh of electricity, 8kl water, 11kl of sewerage services and
discounted refuse and rates charges. Up to the 2009/10 financial year, Nelson
Mandela Bay had experienced an increase in the number of households receiving
indigent subsidies from the Municipality, as reflected in the above graph. However,
the annual verification has ensured that this figure decreased substantially in the
2010/11 financial year, decreasing further in the 2012/13 financial year. Amongst
other factors, this can be attributed to the economic downturn, which saw young
adults returning to their parental homes, raising the combined total monthly income
of households to levels that disqualify them from accessing the Nelson Mandela Bay
Assistance to the Poor Scheme.
The following graph illustrates the Number of households receiving financial
assistance:
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The following graph illustrates the financial contributions made by the Municipality to indigent households:
Source: Nelson Mandela Bay Municipality 2013/14 Annual Report
The above two graphs show that altogether 71 239 (in terms of the indigent register
of the Municipality) of the total number of 276 850 formal households are classified
as indigent. This means almost 30% of the households meant to be contributing
towards revenue creation for the Municipality are dependent on the municipality for
survival. 44% of households on ATTP access at least one social grant, posing even
more pressure on the reliance by communities on government grants, assistance
and this increasing the contributions made by the Municipality towards such indigent
households as shown in the graphs above.
2.3.3 Crime
New Brighton, Northern Areas and Motherwell have been identified as crime spots
within the Province, with a high incidence of gang violence, hijacking, robbery, etc.
Crime related plans; statistics and responses by the South African Police Services
(SAPS) within the Metro are divided into three cluster stations, Motherwell
(Ikamvelihle, KwaDwesi, KwaZakhele, Motherwell, New Brighton and Swartkops),
Mount Road (Algoa Park, Bethelsdorp, Gelvandale, Humewood, Kabega Park,
Mount Road, and Walmer) and Uitenhage (Despatch, Kamesh, KwaNobuhle and
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Uitenhage). Reported incidents over the April 2013 to April 2014 period pertaining to
the three most popular crimes are listed in the table above.
2.3.3.1 Crime statistics in the Nelson Mandela Bay
Table 12 illustrates the crime statistics in Nelson Mandela Bay:
Area Contact Crimes
(Murder)
Property Related
Crime (Burglary)
Other serious crimes
(commercial crime and shoplifting)
2012/13 2013/14 2012/13 2013/14 2012/13 2013/14
Motherwell 260 286 2 203 2 183 2 372 2 503
Mount Road
181 201 6 176 5 475 9 271 9 338
Uitenhage 76 65 1 286 1 279 1 722 1 835
Source: Crime figures for the NMB areas as per the 2013/14 SAPS Statistics
Perceptions of safety in the city should be prioritised and incorporated in the soft and
hard planning principles of the Nelson Mandela Bay going into the future in order to
ensure a decline in crime levels and the creation of a safer city for all residents. The
Mount Road cluster has the highest number of reported property related crimes and
other serious crimes associated with shoplifting and commercial crimes. The
Motherwell cluster has the highest number of murder incidents reported in the
Nelson Mandela Bay, indicating that more effort and programmes should be geared
towards peace keeping, safety and encouraging communities and government to
work together towards combating crime and violence within the communities.
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2.3.4 Health levels and conditions in Nelson Mandela Bay
2.3.4.1 HIV/AIDS
With regard to health issues, the number of people with HIV has begun to decline.
However, the city must remain vigilant because South Africa at large still has one of
the highest per capita HIV prevalence and infection rates and is experiencing one of
the fastest growing AIDS epidemics in the world. HIV/AIDS has a devastating effect
on the social and economic development of the city’s population and the city will
therefore persist with its efforts in this area to ensure that, prevalence rates continue
to decrease.
The following graph shows HIV/AIDS as the eighth leading underlying cause of
death in the Province, with a decrease of 0, 2% (from 3, 1% in 2009 to 2, 9% in
2010). This decline could be attributed amongst others to; awareness campaigns,
improved access to health care facilities, education and living standards within the
province.
Source: Eastern Cape Department of Health – Annual Report 2012/13
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One of the key Sustainable Development Goals (SDGs) as set by the UNDP was to
combat HIV/AIDS, malaria and other diseases and reduce child mortality. Within
Nelson Mandela Bay strides have been made to ensure that the spread of HIV/IADS
is reduced and treatment is made available. One of the key priorities for the 2015/16
review should be concerted efforts on the implementation of the HIV/AIDS strategy
for the Nelson Mandela Bay and the capacitation of the unit responsible for this
programme.
2.3.4.2 Infant Mortality Rates in Nelson Mandela Bay
The infant mortality rate has been used as a measure of population health. It
remains an important indicator reflecting the nation that structural factors affecting
the health of the entire population have an impact on the mortality rate of infants.
The following graph shows that infant mortality rates declined for the 2007 to 2011
period, to date.
The following graph showcase Infant mortality rate distributed by districts in the
Eastern Cape:
Source: Eastern Cape Department of Health – Annual Report 2012/13
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2.3.5 State of Service Delivery in the Nelson Mandela Bay
This section shares the state of service delivery in Nelson Mandela Bay. It will also
indicate the achievements and challenges during the 2011 - 2015 IDP cycle.
2.3.5.1 Access to water
The state of this service is as follows:
- 100% of households have access to water within a 200 m radius.
- Informal areas receive water through standpipes (within a 200 m radius) and
water tanks, except for communities occupying private land illegally.
- Challenges: Water losses and scarcity of water in the Metro. Funding is being
sourced to address these matters.
Achievements during the previous financial year IDP cycle:
- Provision of basic water (access within a 200 m walking distance) to all
citizens within the urban edge;
- Installation of bulk water pipelines to link up the developments in support of
the Housing Programme;
- Construction of reservoirs (Chatty and KwaNobuhle);
- Completion of Phase 1 of the construction of the Nooitgedagt Coega Low
Level Scheme. Phase 2 has also commenced;
- Rollout of the rehabilitation of the water treatment works plan to sustain water
supply and quality;
- Upgrade of the transfer capacity of the Churchill Pipeline through the
construction of a dual pipeline and upgrade of the booster pump station;
- Introduction of the water operation centre support by the operations and
maintenance management systems.
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2.3.5.2 Access to Sanitation
The state of this service is as follows:
- 92% of households are connected to sanitation;
- 20 900 buckets are still in circulation as a means of sanitation this number has
reduced by at least 2000 due to the housing programme;
- Challenges: Limited financial resources in eradicating buckets and addressing
infrastructure backlogs.
Achievements during the previous financial year IDP cycle:
- Provision of basic sanitation through the elimination of buckets ;
- Installation of bulk sewer pipelines to link up the developments in support of
the Housing Programme (Chatty, Missionvale and Rosedale);
- Upgrading of the Despatch Wastewater Treatment Works to accept sewage
from Joe Slovo;
- Rollout of the rehabilitation of the wastewater treatment works plan to create
additional capacity to serve the Housing Programme as a result of the bucket
eradication programme;
- Introduction of the sanitation operation centre support by the operations and
maintenance management systems.
2.3.5.3 Public health
The following information refers to Solid waste management (refuse removal)
- 99, 99% of formal and informal households are provided with a basic level of
refuse collection (this excludes smallholdings);
- Challenges: The rise in illegal dumping especially in public open spaces and
privately owned deserted buildings.
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Achievements during the previous financial year IDP cycle:
- Construction of the Groenkloof Education Centre
- Working for the Coast Project employing EPWP Principles
- Refurbish and Upgrade Shark Rock Pier
- Upgrading and development of the Public Open Space
- Upgrade of the greenhouses
- Rehabilitation of gravel roads and fencing of Matanzima, Bethelsdorp, Zwide,
Bloemendal Cemetries.
- Increase refuse collection from bi weekly to weekly in Ibhayi Areas
- Increasing of aircapacity/ airspace at Koedoeskloof waste site
2.3.5.4 Access to electricity
The state of this service is as follows:
- 100% of households in formally demarcated residential areas have access to
electricity.
- 12% of households have no electricity, including in undemarcated informal
areas.
Challenges: Illegal electricity connections and increased electricity losses
Achievements during the previous financial year IDP cycle:
- 13 109 ervens connected to electricity
2.3.5.5 Integrated human settlements
The state of this service is as follows:
- The Nelson Mandela Bay Municipality has performed adequately on housing
delivery, (74 995 units in the last 16 years equals 4680 units per annum),
except for rectification backlog, which can predominantly be apportioned to
poor planning, workmanship and monitoring. Table 13 illustrates the Housing
delivery figures for the Nelson Mandela Bay Municipality:
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Table 13: Housing delivery figures for the Nelson M andela Bay
Municipality:
YEAR TOTAL UNITS
2011/12 1682
2012/13 1798
2013/14 2856
2014/15 1281
Source NMBM Human Settlement Directorate, December 2015
- Challenges: The increasing need for suitably located land for households living in stressed areas (servitudes, floodplains and overcrowded areas). Shortage of government-owned land in inner-city and serviced areas. Lack of visible spatial restructuring.
2.3.5.6 Roads, Transport and Stormwater
The state of this service is as follows:
- Performance in the tarring of gravel roads is currently at 2 kms annually, the
tarring of gravel cul-de-sacs at 5 kms annually; 4 kms worth of new sidewalks
constructed annually, 20 kms roads resurfaced as per the demand.
- Continous upgrades and installation of stormwater drainage systems.
- Challenges: Limited resources in addressing tarring of gravel roads backlog in
Nelson Mandela Bay (approximately 341 km). Cost of eliminating tarring
backlog (approximately R2, 5 billion). Shortage of stormwater drainage in
disadvantaged wards, especially in newly developed areas.
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Achievements during the previous financial year IDP cycle:
- 62,67 Km’s of gravel roads tarred
- 12, 41 Km’s of stormwater drainage system installed
- Completion of roadworks infrastructure for the Phase 1 Cleary Park contract
area has been completed.
- Five Vehicle Operating Companies have been established by the mini-bus
taxi operators from the ten mini-bus taxi associations in the Nelson Mandela
Bay Municipality.
- Completion of Uitenhage terminus phase 1a.
2.3.6 Asset Management
Asset management is central to service delivery. When assets are managed
properly, operational and replacement costs are significantly reduced. If assets are
not properly maintained, service disruptions may occur. In the past, investment in
infrastructure asset maintenance has been inadequate, due to insufficient funding.
The inadequate levels of maintenance in the past are the reason why this
Municipality is currently confronted by huge maintenance backlogs. The Financial
Asset Register (FAR) of the Municipality consists of immovable and immovable
assets.
2.3.6.1 Immovable Assets
Immovable Assets consist of Property, Plant and Equipment (PPE) which have the
following categories and carrying value as at 30 June 2015:
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Land and Buildings R
Buildings
564,750,148
Land
1,099,534,119
Total
1,664,284,267
Infrastructure Assets R
Roads, Sidewalks and Stormwater Network
3,591,393,458
Beach Developments 46,533,005
Electricity Reticulation and Supply
1,658,746,078
Fencing
22,606,346
Sewerage Mains and Purification Works
1,300,786,222
Waste Disposal Facilities
17,581,212
Water Supply and Reticulation
1,115,515,246
Dams and Treatment Works
935,618,124
Total 8,688,779,691
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Community Assets R
Libraries
16,862,233
Library Books
51,696,737
Fire Stations
46,144,970
Cemeteries
60,008,032
Clinics
2,830,651
Community Centres
166,519,040
Public Conveniences
2,282,496
Swimming Pools 63,599,028
Recreational Facilities
2,157,135,402
Selling and Letting Schemes
30,944,871
Total
2,598,023,459
Other Assets R
Bins and Containers
6,900,138
Vehicles and Plant 151,860,679
Office Furniture and Fittings 20,363,004
Air Monitoring Facities
56,369
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Security Systems
1,122,307
Tip Sites 294,855,075
Computer Hardware 39,407,254
Total
514,564,825
Overall Total (Land, Buidlings, Community,
Infrastructure and other Assets )
13,465,652,242
2.3.6.2 Heritage Assets
Heritage Assets are defined as assets that are preserved for future generations and
do not attract depreciation. The heritage assets are the following:
Heritage Assets R
Heritage Buildings
137,603,360
Memorials and Statues
43,432,771
Land
6,655,783
Art Works
17,669,739
Total
205,361,653
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2.3.6.3 Investment Property
Investment Property is property that accrues rental income for the institution.
Our investment property has the following portfolio:
Investment Property R
Nelson Mandela Bay Logistics Park 102,300,000
Kings Beach 30,400,000
Springs Resort 2,141,000
Telkom Park 45,200,000
Mc Arthur Bath 12,290,000
Willows Resort 246,430,000
Beachview Resort 6,250,000
Van Stadens Resort 5,250,000
St Georges Park Resort and Wells estate 117,500,000
Motherwell Depot 15,000,000
Africa Timbers in Korsten 1,990,000
Mercado centre 22,830,000
Fresh Produce Market 5,500,000
Incinerator and Gas works 26,730,000
Something Good 4,200,000
Korsten Depot 1,600,000
Port Elizabeth RD Steeledale Reinforcing 980,000
PE Central Shop 490,000
North End Workshop 66,000
Moselville Old Post Office 1,250,000
Market Value of Investment Property 648,397,000
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2.3.6.4 Intangible Assets
These are assets that do not have a physical substance and are all the computer
systems the municipality owns.
Intangible Assets R
Computer Software
144,499,027
As part of the financial year end procedures the FAR is updated to include all the
additions, disposals, impairment and depreciation for the financial year.
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CHAPTER 3: BACKGROUND TO AN IDP
3.1 Purpose of an IDP
Integrated development planning (herein referred to as IDP) is a process through
which the municipality prepares a strategic development plan which extends over a
five-year period. The Integrated Development Plan (IDP) as an instrument for
planning which lies at the centre of the system of developmental local government in
South Africa and represents the driving force for making municipalities more
strategic, inclusive, responsive and performance driven in character.
The IDP forms the framework and basis for the municipality’s medium term
expenditure framework, annual budget and performance management system, and
seeks to promote integration by balancing the economical, ecological and social
pillars of sustainability without compromising the institutional capacity required in the
implementation, and by coordinating actions across sectors and spheres of
government.
It is important to note that the IDP ensures close co-ordination and integration
between projects, programmes and activities, both internally between directorates
and externally between stakeholders/vested interest groups and other spheres of
government. The IDP therefore ultimately enhances integrated service delivery and
development and promotes sustainable, integrated communities. The IDP provides a
full basket of services, as communities cannot be developed in a fragmented
manner. As the key strategic plan of the Municipality, the priorities identified in the
IDP should inform all financial planning and budgeting undertaken by the
municipality.
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3.1.1 What the 3rd Generation IDP intends to achieve
This IDP paves the way for socio-, economic-, infrastructure- and institutional
development for the next five years and is commonly referred to as “The 3rd
Generation IDP”. The 3rd Generation IDP seeks to attain:
• Stronger local ownership from both political and administrative executive;
• Greater visibility of government action within poor, under serviced areas as
well as the investment of financial and fiscal resources in such areas;
• The need for targeted investment.
• Differentiation between areas where government support and investment are
mostly needed in comparison to areas which are fairly well serviced. 3rd
Generation IDPs will expect from municipalities to development further
detailed plans (area/ward plans) for those where targeted investment is most
needed.
Hence this IDP is structured in such a manner to promote and enhance infrastructure
and socio- economic development per individual ward. This in itself posed a new
challenge to Nelson Mandela Bay which we could only bridge successfully by
deepening the involvement of our local communities in local governance by involving
all ward committees and the community at large around key municipal processes
such as the drafting of the IDP, budgeting and service delivery in general.
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3.2 The IDP and Ward Plans
This IDP introduces a new dimension towards integrated planning and development
which required the municipality to shift from the traditional holistic planning approach
towards planning that is ward/community based. Ward Development plans were
developed for all wards and are available in electronic format as annexures to this
IDP.
The Department of Local Government has introduced the concept of Neighborhood
Development Planning which proposes a more innovative and practical approach of
involving local communities in the planning and development of the
areas/neighborhoods in which they live. Other than the ward plans,
neighborhood/area plans cuts across ward boundaries to determine a neighborhood
or area. Neighborhood Development Planning does three essential things. Firstly it
provides a vision of what the area/neighborhood should look like over a period of
time, sets out clear development objectives, and proposes action plans/projects for
implementation.
3.2.1 Government Outcomes
Nelson Mandela Bay municiaplity identified 12 outcomes, each implemented through
a delivery agreement, cutting across the three spheres of government. The
achievement of outcomes depends on concerted efforts from all key stakeholders
and spheres of government. The Medium Term Strategic Framework outcomes for
the 2014 to 2019 period are indicated as follows:
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Outcome 1: Improved quality of basic education.
http://www.gov.za/sites/www.gov.za/files/outcome-1.pdf
Outcome 2: A long and healthy life for all South Af ricans.
http://www.gov.za/sites/www.gov.za/files/outcome-2.pdf
Outcome 3: All people in South Africa are and feel safe.
http://www.gov.za/sites/www.gov.za/files/outcome-3.pdf
Outcome 4: Decent employment through inclusive econ omic growth.
http://www.gov.za/sites/www.gov.za/files/Outcome%204%20Economy%20M
TSF%20Chapter.pdf
Outcome 5: A skilled and capable workforce to suppo rt an inclusive
growth path. http://www.gov.za/sites/www.gov.za/files/outcome5.pdf
Outcome 6: An efficient, competitive and responsive economic
infrastructure network.
http://www.gov.za/sites/www.gov.za/files/outcome6.pdf
Outcome 7: Vibrant, equitable and sustainable rural communities with
food security for all. http://www.gov.za/sites/www.gov.za/files/outcome-
7.pdf
Outcome 8: Sustainable human settlements and improv ed quality of
household life. http://www.gov.za/sites/www.gov.za/files/outcome-8.pdf
Outcome 9: A responsive, accountable, effective and efficient local
government system. http://www.gov.za/sites/www.gov.za/files/outcome-
9.pdf
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Outcome 10: Environmental assets and natural resour ces that are well
protected and continually enhanced.
http://www.gov.za/sites/www.gov.za/files/outcome-10.pdf
Outcome 11: Create a better South Africa and contri bute to a better
and safer Africa and World.
http://www.gov.za/sites/www.gov.za/files/outcome11.pdf
Outcome 12: An efficient, effective and development oriented public
service and an empowered, fair and inclusive citize nship.
http://www.gov.za/sites/www.gov.za/files/outcome12.pdf
3.2.2 Legislative Framework
- Constitution of the Republic of South Africa Act 108 of 1996: Sections 152
and 153 of the Constitution stipulate that a municipality must give priority to
the basic needs of its communities and promote their social and economic
development to achieve a democratic, safe and healthy environment.
- Local Government: Municipal Systems Act 32 of 2000: Sections 28 and 34 of
the Act stipulate the need for each and every municipality to develop and
adopt an IDP, which should be reviewed annually. In addition, it outlines the
IDP process and components.
- Local Government: Municipal Finance Management Act 56 of 2003: Section
21 of the Act makes provision for alignment between the IDP and the
municipal budget. The Service Delivery and Budget Implementation Plan is
an annual contract between the Municipality’s administration, Council and the
community, which ensures that the IDP and the Budget are aligned.
- Local Government: Municipal Planning and Performance Management
Regulations (2001):
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These Regulations make provision for the inclusion in the IDP of the following:
· The institutional framework for the implementation of the IDP;
· Investment and development initiatives in the Municipality;
· Key performance indicators and other important statistical information;
· A financial plan; and
· A spatial development framework.
- Local Government: Municipal Structures Amended Act 117 of 1998: This Act
provides for the establishment of municipalities and defines the various types
and category of municipality. It also regulates the internal systems, structures
and office-bearers of municipalities and provides for appropriate.
- Municipal Property Rates Act 6 of 2004: The objective of this Act is to regulate
the power of a municipality to levy rates on property. Rates represent a critical
source of own-revenue for municipalities in order to achieve their
constitutional development objectives.
- Intergovernmental Relations (IGR) Framework Act, 13 of 2005: The Act
recognises the importance of local government’s full participation in
intergovernmental relations, as it is the key site of service delivery and
development. Therefore municipal IDP’s must interpret national policy into an
investment plan for local infrastructure; hence the implementation of the IDP
must be supported by appropriate budgetary and resource allocations.
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The IDP should reflect the integrated planning and development intent of all spheres
of government relevant to a particular municipal geographic space. The effective
implementation of the IDP can only be attained if government across all spheres is
committed towards the common goal of rendering quality services; hence the IGR
Act seeks to enhance alignment between spheres of government. This document
reflects alignment of Intergovernmental Strategic Objectives and highlights key
priority projects and programmes that will be implemented within our municipal
space during the five year cycle of this IDP.
3.3 Strategic Agenda of the Municipality
The strategic agenda of the municipality is informed by the following:
3.3.1 National Sustainable Development Goals
Goal 1. End poverty in all its forms everywhere
Goal 2. End hunger, achieve food security and im proved nutrition and
promote sustainable agriculture
Goal 3. Ensure healthy lives and promote well-be ing for all at all ages
Goal 4. Ensure inclusive and equitable quality e ducation and promote
lifelong learning opportunities for all
Goal 5. Achieve gender equality and empower all women and girls
Goal 6. Ensure availability and sustainable mana gement of water and
sanitation for all
Goal 7. Ensure access to affordable, reliable, s ustainable and modern
energy for all
Goal 8. Promote sustained, inclusive and sustain able economic growth,
full and productive Employment and decent work for all
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Goal 9. Build resilient infrastructure, promote i nclusive and
sustainable industrialization and foster innovation
Goal 10. Reduce inequality within and among countri es
Goal 11. Make cities and human settlements inclusiv e, safe, resilient
and sustainable
Goal 12. Ensure sustainable consumption and product ion patterns
Goal 13. Take urgent action to combat climate chang e and its impacts*
Goal 14. Conserve and sustainably use the oceans, s eas and marine
resources for sustainable development
Goal 15. Protect, restore and promote sustainable u se of terrestrial
ecosystems, sustainably manage forests, combat dese rtification, and
halt and reverse land degradation and halt biodiver sity loss
Goal 16. Promote peaceful and inclusive societies f or sustainable
development, provide access to justice for all and build effective,
accountable and inclusive institutions at all level s
Goal 17. Strengthen the means of implementation and revitalize the
global partnership for sustainable development.
Source: United Nations Development Programme; 2015
3.3.2 Africa Strategy 2063
• A prosperous Africa based on inclusive growth and sustainable development
• An integrated continent, politically united and based on the ideals of Pan
• Africanism and the vision of Africa’s Renaissance
• An Africa of good governance, democracy, respect for human rights, justice
and the rule of law
• A peaceful and secure Africa
• An Africa with a strong cultural identity, common heritage, values and ethics
• Africa where development is people-driven, unleashing the potential of its
women and youth
• Africa as a strong, united and influential global player and partner.
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3.3.3 National Perspective:
3.3.3.1 National Development Plan, Vision 2030:
The National Development Plan (NDP) is a government initiated plan aimed at
eliminating poverty and reducing inequality by 2030. The Plan presents a long-term
strategy to increase employment through faster economic growth, improvement in
the quality of education, skills development and innovation, and building the
capability of the state to play a developmental, transformative role. The Plan also
focuses on upgrading public health facilities and producing more health
professionals, as well as infrastructure development financed through tariffs, public-
private partnerships and taxes and loans, amongst other things.
3.3.3.2 National Spatial Development Perspective (NSDP):
The NSDP’s objective is to promote informed economic investment profiling to guide
regional growth and development planning within a socio-economic framework. It
therefore acts as an indicative planning tool for the three spheres of government.
Outcomes of such economic investment profiling that involved all spheres of
government are the Coega Industrial Development Zone (IDZ) and Port of Ngqura.
The National Spatial Development Perspective also informs the Spatial Development
Framework of the Municipality.
3.3.3.3 Back to Basics - COGTA Programme for change
The programme is a national initiative aimed at ensuring that municipalities perform
their core mandate of delivering basic services to local communities, as enshrined in
the Chapter 7 of the Constitution. The Back to Basics approach is based on on five
principles, which are:
- Putting people first and engaging with the community;
- Delivering basic services;
- Good governance;
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- Sound financial management; and
- Building capabilities.
3.3.4 Provincial Perspective
Provincial Development Plan (2030 PDP):
The PDP also plays an important role in shaping the Municipality’s IDP. A
sustainable future for the Eastern Cape rests on a people-centred development to
achieve five related goals as agreed by all stakeholders involved in the process to
develop this plan.
These goals are:
• An inclusive, equitable and growing economy for the province
• An educated, innovative and empowered citizenry
• A healthy population
• Vibrant, equitably enabled communities
• Capable agents across government and other institutional partners committed
to the development of the province.
These goals will be pursued with a focus on rural development to address serious
inherited structural deficiencies - the legacy of apartheid has left the rural regions of
the Eastern Cape underdeveloped on the one hand, and an urban economy that is
unduly stressed and experiencing slow growth on the other. Addressing this spatial
unevenness in endowment and development will take time and hard work, but it can
be done with the right will and commitment from all stakeholders across all spheres
of government.
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The design of implementation processes for the PDP, the organisation of agents,
and careful planning around intended effects and targets, should also be done with
the additional objective of positively shifting our attitudes around gender and other
arbitrarily discriminative biases.To realise the plan’s development goals, the province
has also identified four catalytic flagships that will establish a sound foundation for
other developments to flourish. These catalytic initiatives cut across sectors and
integrate the efforts and resources of many role-players. The provincial catalytic
flagships, outlined in further detail in this plan, are as follows:
I. The first flagship programme is Ilima Labantu, which is an
agricultural development initiative that aims to revive the rural
economy and encourage other areas of development in the
province.
II. The second catalystic programme is Ematholeni (Children First)
which is appropriated from ‘inkunzi isematholeni’ in isiXhosa. The
‘dropping’ of the first word referring to the male bull is intended to
re-state the idiom with a progressive take on gender - it is about
nurturing wholesomeness in all ‘calves’, female and male. The call
and programme is about a societal rededication to giving all
children a quality start to human development and learning, and
establishing the basis for a future of equal opportunity to flourish.
This begins from the level of an integrated and better coordinated
Early Childhood Development (ECD).
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III. The third catalytic flagship focuses on the provision and
maintenance of infrastructure for spatially equitable social and
economic development. This includes social infrastructure (human
settlements, public institutions) and economic infrastructure
(irrigation systems, factories, production technology, equipment and
systems, as well as information and communication technology).
Infrastructure development should be a concern for all development
partners. The initiative will encourage the private sector to expand
its investment in infrastructure; Research and Development
(RandD) institutions to come up with innovations around
appropriate technology, materials and design; and communities to
build, maintain and sustain key infrastructure.
IV. The fourth catalytic flagship, in keeping with the NDP’s goals and
the Back-to-Basics campaign, aims to build human and institutional
capabilities for inclusive and meaningful local development action.
This includes building and consolidating a capable state with strong
local government and sub-entities; accountable subregional agents
of national and provincial departments; skilled leaders and
functionaries of non-governmental organisations and citizen
associations; and capable and responsible citizens as the core of
civil society.
The PDP is a plan for all of the province’s people, and many have
participated in its formulation. It is a living plan that will only find meaning if
all role-players are committed to its implementation. The plan will be subject
to ongoing monitoring and evaluation involving key stakeholders, and this
will periodically inform any necessary changes going forward.
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3.3.5 Local Perspective
All strategic agendas, whether of national, provincial or local government, are
underpinned, guided by and designed to satisfy the needs of local communities. The
residents of Nelson Mandela Bay take the lead in defining and shaping their priorities
through a number of public participation processes and programmes. The Nelson
Mandela Bay Municipality’s Integrated Development Plan, which covers the period
2016 - 2021, sets out to address community needs and priorities. It should,
however, be noted that some priorities are not the sole competency of the
Municipality and require integration with other spheres of government.
These amongst others include:
• Responsive, people-centred and integrated government.
• Development of community amenities and sports facilities.
• Provision of sustainable human settlements.
• Provision of educational facilities and library services.
• Provision of health services/clinics, and combating diseases such as TB, HIV
and AIDS.
3.3.6 Development Scenarios
Scenario planning is a strategic planning method that is used to make flexible long-
term plans. Scenarios are district, plausible and specially constructed stories about
what the future might look like. Their aim is not to pinpoint future events but rather to
highlight large-scale forces that will influence the future. (Mintzberg, Ahlstrand and
Lampel, 2009:62) They help to steer a course between the false certainty of a single
forecast and the confused paralysis that often strikes in troubled times. In situations
of conflict, they are also useful in assisting opposing parties to find room for
agreement (Mulgan, 2009:83) and assist in identifying policy choices. Other benefits
of using scenario planning include their ability to:
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• Challenge conventional wisdom and “stress-test” existing strategies
• Expand our thinking on the range of possible outcomes: the future does not
equal the past!
• Uncover inevitable or near-inevitable futures: through understanding the
drivers of change or “predetermined outcomes” (e.g.those that arise from
demographic change, economic principles, unsustainable trends or
predictable events beyond the normal planning horizon)
• Monitor and manage uncertainty
• Protect against “group-think” and enable much deeper, more innovative
thinking.
The NMBM has tasked a team to examine what the city could look like in 2030
through four lenses: development demands, economic trends, fiscal position and
organizational performance. The four scenarios are:
• Walking together for growth
• Bundu bashing/ walking in the dark
• Walking in circles
• Walking backwards
The NMBM recognized these challenges, and has agreed that a shift in the
development trajectory of the NMBM is required. This shift has been summarized as
“walking together for growth” and calls for bold, strategic and disciplined leadership
so that, by 2030, the NMBM is a dynamic, creative city of choice for residents and
investors.
3.4 IDP in Context
3.4.1 IDP Roleplayers and Stakeholders
The following roleplayers and stakeholders guide the IDP and Budget development
and review processes of the Municipality:
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• Communities of Nelson Mandela Bay;
• Organised stakeholder groupings, e.g. Chambers of Commerce; NGOs; Civic
Groupings; Unions; and Ratepayers Associations.
• Institutions of Higher Learning; Government Sector Departments, surrounding
• Municipalities and Parastatals;
• Special Sectors (youth, women, elderly people and people with disabilities);
• Municipal Councillors and Officials; and
• Ward Committees.
3.4.2 Why an IDP review?
Local government operates in an ever-changing environment. The dynamic nature
of local, national and global environments constantly presents local government with
new challenges and demands. Similarly, the needs of the communities of Nelson
Mandela Bay continuously change.This annual review is not a good corporate
governance requirement only; it is also a legislative requirement in terms of the Local
Government: Municipal Systems Act 32 of 2000.
The focus of this year’s IDP review has therefore been on aligning municipal
programmes, projects, strategies and budgets with:
• community needs and priorities;
• updated statistical information;
• expanding and improving the situational analysis;
• more outcomes orientated targets, to make them realistic and measurable;
• the revised Spatial Development Framework and related sector plans;
• Outcome 9 outputs;
• integrated and sustainable human settlements, as envisaged in Outcome 8;
• more integrated funding streams;
• the prioritisation of job creation and poverty eradication.
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The five-year IDP is reviewed annually, so that the Municipality can always be
confident that it addresses the real and relevant needs and concerns of local
communities and stakeholders. Annually, an IDP Schedule is formulated to guide the
review processes. These processes enhance integration and alignment between the
IDP and Budget, thereby ensuring the development of an IDP-Based Budget.
3.4.3 About this IDP
This Integrated Development Plan is the third round of strategic plans since the
inception of the IDP as a planning mechanism to synchronise planning and fiscal
spending across all spheres of government and also reflects the five (5) year
strategic development intent and the delivery agenda of the newly elected Council. It
is drafted in such a way to be strategic and inclusive in nature. The plan links,
integrates and coordinates other existing plans, while taking development proposals
into account. The ultimate aim is to align the IDP with the municipality’s resources
and internal capacity, forming a policy framework on which annual budgets are
based.
This IDP is informed by national and provincial government development goals and
priorities, current emerging social and economic trends, the ever increasing demand
and social cry of the people of Nelson Mandela Bay for better services and other
related issues that provide a framework in which the Municipality can ensure
developmental local government. Municipalities operate in an ever-changing
environment; hence Nelson Mandela Bay Municipality is not immune to such
changes. The dynamic nature of local, national and global environments constantly
presents local government with new challenges and new demands. Similarly, the
needs and priorities of the communities within the Nelson Mandela Bay municipal
area changes from year to year.
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The series of IDP public engagement sessions held during the analysis phase was
preceded by the establishment of Ward Committees in all 60 wards and the rolling
out of Ward Committee meetings to give effect to the principle of participatory
governance. During the first series of Ward Committee meetings service delivery
needs analysis for all wards were determined which were used as a point of
departure for the public engagement sessions. In most of the poorest, disadvantaged
wards the building of decent houses and the rectification of existing low income
(RDP) houses, infrastructure development (streets and stormwaters) and the
initiation of Local Economic Development (LED) projects which focuses on job
creation were unanimously identified by the communities and high on the list of
priorities.
Additional Ward Committee meetings were held to allow Ward Councillors and Ward
Committee members the opportunity to prioritise the needs to differentiate between
the burning service delivery issues and the so called “wish list” / nice to have issues
prior to the drafting and prioritisation of the Capital and Operational Budget.
The main consideration during our IDP process relates to the approving of projects
which reflect and address the changing needs of our communities, and the minimum
internal operational demands required to keep the municipality functional. However,
the balancing factor for the successful implementation of this plan will always be the
availability of funds for capital projects within the municipal budget.
3.4.4 The "Five Golden Years 2016 - 2021"
The intent of this IDP is to achieve the following:
• To make this a Golden Period in the development of Nelson Mandela Bay - a
period in which the goals of the National Development Plan will be
meaningfully approached;
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• To create a period in which the economic and organisational decline evident
today in the Nelson Mandela Bay Municipality and in the Nelson Mandela Bay
economy will be turned around;
• To create a period in which the institution of the Municipality will be re-
invigorated, purged of corruption and made a machine of efficient service
delivery;
• To ensure the economy of our Metro will be renewed and helped to grow in
size and particularly in decent employment opportunities.
The new Mission, Inspiring Vision, Brand Promise and Core Values for the Nelson
Mandela Bay Municipality will be created in line with the strategic direction of the
political leadership.
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CHAPTER 4: CONSULTATION
4.1 Planning and Public Participation
According to Section 28(1) of the Municipal System Act, 32 of 2000 a municipal
Council must adopt a process set out in writing to guide the planning, drafting and
review of its integrated development plan. This Process Plan outlines the programme
to be followed and provides detail on the issues specified in the Act. The Process
Plan and the schedule for IDP Public Participation Engagement Sessions were
unanimously adopted by Council on 30 June 2015.
The purpose of the process plan is to indicate the various planned activities and
strategies on which the municipality will embark to compose its Integrated
Development Plan for the five year cycle and the budget for the 2012/2013 financial
year and the two outer years. The process plan enhances integration and alignment
between the IDP and the Budget, thereby ensuring the development of an IDP-
based budget. It fulfills the role of a business plan or an operational framework for
the IDP process outlining the manner in which the IDP process was undertaken. In
addition, it identifies the activities in the processes around the key statutory annual
operational processes of the budget and IDP compilation, performance management
implementation and the adoption of the municipality’s annual report.
4.1.1 Municipal Planning (High Level Strategy)
4.1.1.1 NMBM Core Ideology - Mission (Purpose)
• That all should have dignified housing: secure, with electricity, water,
sanitation, regular refuse collection, and an adequate road network; and, with
time, universal wi-fi and up-to- date technology will also be available, as well
as efficient and inexpensive public transport.
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• That all should have access to a full range of quality municipal services,
including libraries, sports facilities, swimming pools, cultural facilities, and, in
emergencies, efficient fire and disaster management services and dignified
cemeteries.
• That all should have a clean environment, with trees, parks, nature reserves,
beaches and special places to share with loved ones - all of this should be
safe to walk in and enjoy, free from the fear of criminals.
• That Nelson Mandela Bay Municipality would play a meaningful role in
reducing crime levels in our Metro.
• That a truly non-racial environment will become the natural order of things -
audiences at sport and cultural events should reflect over time our Rainbow
Nation: living together and recreating together should be our daily pleasure,
not our occasional responsibility.
• That Nelson Mandela Bay Municipality will cooperate with other levels of
government, non- governmental organisations, the business community,
educational institutions, development agencies and all others, to effect this
mission - particularly, helping to create the environment for quality schooling
for our scholars.
• That, in all our endeavours, the creation of an economy that offers dignified
labour opportunities at decent wages for all, should become a core value.
• No, we are not there yet - but with all our energy, we will strive for these
values; we, the people of the only municipality in the world that bears the
name of our icon, Nelson Mandela.
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4.1.1.2 Key Performance Areas
- Effective city governance
- Integrated service delivery to a well-structured city
- Inclusive economic development and job creation
- Institutional and capacity development
- Financial sustainability and viability
4.1.2 Public Participation
4.1.2.1 Why Public Participation?
The Constitution of the Republic of South Africa, Act 108 of 1996, places an
obligation on municipalities to encourage the involvement of communities and
community organisations in the matters of local government. With the promulgation
of the Municipal Systems Act, 32 of 2000, the attention of municipalities was focused
anew on the need to encourage the involvement of communities in the affairs of the
municipality. Through public participation the municipality is able to make
development plans and render services that are more relevant to the needs and
conditions of local communities. This in itself empowers local communities to have
control over their own lives and livelihoods.
4.1.2.2 Self-Assessment on the Planning Process
A good participation process is characterised by commitment from the municipality
and those from the community that participate in the process. All relevant
stakeholders that have an interest in the IDP process were provided the opportunity
to participate directly or through representation. In order for the Integrated
Development Planning process to be an activity that addresses the real needs of the
people of the greater Nelson Mandela Bay, the municipality organised a number of
engagements to ensure that its citizenry and those who have vested interest in
Nelson Mandela Bay could shape the IDP according to their needs and interest.
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Invitations to communities and all stakeholders were communicated in time by
means of:
• Publishing articles with dates of public engagement session in the local
newspaper and Municipal newsletter;
• Dissemination of IDP educational flyers;
• Displaying of poster in all wards;
• Broadcasting on two regional radio stations; and
• Loud Hailing.
The Municipality’s IDP and Budget processes are people-driven. It is informed by
Ward-based planning, analysis of ward needs and priorities, and public and
stakeholder engagements. Nelson Mandela Bay Municipality is committed to
ensuring community participation in the interests of participative democracy at a local
government level. The commitment to community participation is underpinned by
adherence to the Municipal Systems Act and the Municipal Finance Management
Act, which require municipalities to consult with local communities through
appropriate mechanisms, processes and procedures. These include the piloting of a
ward based planning approach through participation from all Ward Committees
during the community needs analysis and needs prioritisation phases.
A number of Ward Committee Meetings were convened in all Wards apart from the
normal IDP Public Engagement Sessions. The Municipality also for the first time
successfully established an external IDP Forum which comprises of representatives
from Government Sector Departments, Business, Non-Governmental Organisations,
Community Organisations, Ward Committee Members, Councillors and selected
officials. This provides an organisational mechanism for discussion, negotiation and
decision making between stakeholders. The IDP Forum serves as a platform for
discussion, negotiation and decision-making between stakeholders on matters
relating to service delivery and integrated development planning. The Public
engagement sessions were generally well attended except for some wards where
the turnout was lower than expected, although the outcome of this round of
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engagements shows an improvement in relation to previous years. The municipality,
however, identified some shortcomings in the process that will definitely be attended
to during the next IDP review process. The municipality is committed towards
enhancing good relationships with its citizens and therefore intends to allocate more
resources in mobilising the community to participate in municipal affairs.
4.2 Ward Consultation Processes and Input
This will be finalized after all public participation rounds have been completed.
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CHAPTER 5: DIRECTORATE OPERATIONAL STRATEGIES
5.1 CHIEF OPERATING OFFICER
5.1.1 Guiding Principles
The guiding principles of the directorate are:
• Good governance,
• Efficiency,
• Value for money, and
• Ethical conduct.
Metropolitan municipalities play a key developmental role in local government. It
does so within a highly regulated environment in order to promote good governance
and service delivery. Municipalities, including the Nelson Mandela Bay Municipality
are faced with growing expectation by communities to improve their livelihoods at a
time when municipalities battle to find a balance between developmental needs and
organisational sustainability. The Municipality faces among others, service delivery
backlogs, ageing infrastructure and dwindling resources. Perceptions of a lack of- or
poor service delivery many a times lead to community protests.
5.1.2 Commentary and Background
The Office of the Chief Operating Office is responsible to provide strategic support
services to ensure that the Nelson Mandela Bay Municipality delivers on its mandate
in an integrated and coordinated manner. It strives to achieve good governance by
promoting responsiveness to community needs, accountability, transparency and
compliance with legal and regulatory prescripts. In this regard, it manages the
integrated planning processes of the Municipality, ensures that the focus remains on
the customer by continuously engaging in planning, implementation and review
processes. The Office is responsible for upholding and promoting the brand of the
Municipality and ensuring that platforms for engagement with the community are
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created. It furthermore engages the community through various means to ensure
that the desires of the communities find expression in the planning and
implementation processes of the Municipality.
5.1.3 Overview
The Office of the Chief Operating Office ensures good corporate governance through
its sub-directorates, namely: Integrated Development Planning; Communications;
Legal Services; Monitoring and Evaluation; Policy, Strategy and Research; Risk
Management; Strategic Planning Coordination/Integrated City Development, and
Expanded Public Works Programme;
5.1.4 SWOT ANALYSIS
Strengths
The Office of the Chief Operating Officer is a strategic Office and plays a key
coordination and integration role to Directorates and Entities of the Municipality, as
well as to different spheres within society. It has a functional Performance
Management System and Policy Development Framework in place.
Weaknesses
Despite its centrality for organisational planning, monitoring and evaluation, and for
ensuring good governance, the Office faces a serious shortage of personnel, which
is exacerbated by the moratorium placed on the filling of vacancies.
Opportunities
- The Nelson Mandela Bay Municipality is the only city carrying the name of
former president and world icon, Nelson Mandela. Its name can be utilised to
promote the brand of the City, thereby attracting and stimulating investment
and other opportunities for growth. The City Support Programme provides the
opportunity for the Nelson Mandela Bay Municipality to pursue the “Walking
Together for Growth” scenario, to shift the development trajectory of the City.
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- The City has many long-standing international and local partnerships, which
could be leveraged to achieve its short, medium and long-term goals. Utilising
grant and other funds to create jobs and address the high levels of
unemployment, especially among the youth.
Threats
Continued community protests in and around the city (which is a means of the
community to give expression to their dissatisfaction with service delivery) may deter
interested investors.
5.1.5 PROJECT INFORMATION (OUTPUTS)
5.1.5.1 Project name: Customer Satisfaction Survey
Why this project
• This project will provide the municipality with researched information on the
residents’ perception on the municipal services.
How long will it take?
• This project will be conducted every two (2) years and will take six (6) months
to complete.
Who will benefit?
• Municipal decision makers will benefit in the form of improved service
delivery.
Budget
• The budget will be R18 million and will come from the operations budget.
Key performance indicator
• Number of customer satisfaction survey conducted d)
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5.1.5.2 Project name: Improvement in the Integrated Performance Management
and Monitoring system
Why this project?
• The project will integrate the performance and monitoring functions of the
municipality
How long will it take?
• The project will be implemented in phases over a five year period, and will
take six (6) months to implement in each phase.
Who will benefit?
• The institution will benefit from integrated performance and monitoring.
• Municipality good governance will also improve.
Budget
• A total operating budget of R4 542 230 will be required over a five year
period.
Key performance Indicator
• Integrated Performance management system implemented
5.1.5.3 Project name: IDP Evaluation/Impact Assessm ent
Why this project?
IDP programmes have been implemented in the institution for many years and the
impact has never been evaluated. The project entails and evaluation of the impact of
the IDP programmes on the lives of the communities of the NMBM.
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How long will it take?
• The project will be implanted every fourth year of the IDP cycle.
Who will benefit?
• Municipal leadership will be able to understand the impact of the programmes
implemented.
Budget
• The budget will be R2 500 000 and will come from the operating budget.
Key Performance Indicator
• Number of impact assessment reports developed and implemented.
5.1.5.4 Project name: Geographic Information System (GIS) Design,
Development and High Resolution Imagery
Why this project
• The project will improve the quality of information to be utilised by the
municipality.
How long will it take?
• The project will be implemented in phases over a five (5) year period.
Who will benefit?
• Municipal directorates and ultimately the residents of the Metro will benefit.
Budget
• The budget will be R13 million
Key Performance Indicator
• Municipal GIS developed.
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5.1.5.5 Project name: Communication strategy and pl an
Why the project
• The project will assist the municipality to communicate frequently with the
residents.
How long
• The project will be implemented over a five (5) year period
Who will benefit
• The residents of the Metro will benefit through the accurate and timely
information.
Key Performance Indicator
• NMB Communication Strategy and Plan implemented.
5.1.5.6 Project name: NMBM Branding
Why the project
• There is a need to create a single NMBM branding.
How long will it take?
• The project will take 12 months
Who will benefit?
• The institution will benefit.
Budget
• To be determined
Key Performance Information
• Single NMBM branding developed.
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5.2 BUDGET AND TREASURY (FINANCE)
5.2.1 Guiding Principles
• To prepare a cash-backed surplus budget
• To maintain an adequate management, accounting and information
system
• To maintain a high collection rate
• Maintain an effective SCM system which ensures fairness,
competitiveness, equitable, transparency and cost effectiveness.
• To ensure long-term financial sustainability
5.2.2 Commentary
Brief Background and challenges
The Budget and Treasury directorate contains the following 5 divisions:
- Budget and Financial Accounting,
- Supply Chain Management,
- Treasury Management,
- Expenditure Management and
- Revenue Management.
The following challenges exist in the directorate:
- Low collection rate,
- Inefficient SCM processes and irregular expenditure,
- Lack of Long Term Sustainability planning and
- Timeous implementation of mSCOA (which is a National Treasury driven
project)
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5.2.3 Directorate overview
The directorate operates within the parameters set by the Municipal Finance
Management Act of 2003. The directorate provides financial related services and
support to the municipality and its other directorates.
5.2.4 Brief SWOT analysis
Strengths (What we do well)
• Experienced and Dedicated Staff
• High Performance and Target Driven
• High Skills Development Orientated
• Matured and Stable Leadership
• Teamwork
Weaknesses (what we don't do so well)
• High Vacancy Rate
• High Rate of Irregular Expenditure
• Lack of HR cohesive support (E.g. TASK, Employment conditions not
harmonised, etc)
• Low Collection Rate
• Dependence on Grant funding
Opportunities (Where we can make a difference)
• Successful implementation of mSCOA ERP system
• Enhanced Revenue
• Improved Collection Rate
• Fibre Optic Revenue Stream
• Revenue Enhancement Project
• Smart Electricity and Water meters
• Good Governance
• Employ competent and skilled staff
• Successful implementation of ISO 9001 in SCM
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Threats (What stands in our way)
• High unemployment rate impacting on revenue
• Pressure on electricity and water tariff increases
• High water and electricity losses and theft
• Decline in National Credit Rating
• Highly Regulated / Legislated Environment
5.2.5 Projects / Outputs
5.2.5.1 Project - ISO 9001 /2015 SCM
Why this project
• A quality management system
• Ensure SCM Compliance
How long it will take
• 24 months
Who will benefit
• Internal and External stakeholders
Commentary on Budget
• Funded by Opex R3.8m
KPIs (Performance Measures)
• To be advised
How it will be done
• FY 2016/17
o 75% Complete
o Opex budget R1.8m
• FY 2017/18
o 100% Complete
o Opex budget R0.9m
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5.2.5.2 Project - MSCOA Implementation
Why this project
• Legislative Compliance
How long it will take
• 36 months
Who will benefit
• Internal and External Stakeholders
Commentary on Budget
• Funded from CAPEX budget
KPIs (Performance Measures)
• To be advised
How it will be done
• FY 2016/17
o 100% complete
o Capex budgetR25m
• FY 2017/18
o Support and Enhancements
o Capex budget R20m
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5.2.5.3 Project - Revenue Enhancement
Why this project
• To improve Revenue
How long it will take
• 36 months
Who will benefit
• Internal and External Stakeholders
Commentary on Budget
• Funded by Opex budget
KPIs (Performance Measures)
• Collection Rate improvement
How it will be done
• FY 2016/17
o 50% Complete
o Opex budget R10.6m
• FY 2017/18
o 75% Compete
o Opex budget R11.2m
• FY2018/19
o 100% Complete
o Opex budget R11.9m
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5.3 CORPORATE SERVICES
5.3.1 Guiding Principles
Develop an Adequate Staff Establishment
- Develop a structure that is aligned to IDP
- Fill in funded vacancies within three months
- Train and Develop staff
- Managers and Senior Managers to fulfill competency requirement
- Managers and Senior Managers to verify qualifications
- Align functions where there is overlaps and duplication
- Ensure job descriptions and task grading for all positions
- Ensure three months turnaround time for all recruitments
- Ensure induction of newly appointed staff
Develop a Human Resources Strategy and Plan
- Develop an Integrated HR Policy Manual and Procedures
- Workshop all staff on HR Policies
- Review and update policies when necessary
Training and Development to staff and politicians
- Provide Leadership Development for Managers and Mayoral Committee
- Implement a change management programme
- Develop a workplace skills plan and provide training interventions
- Ensure Management training for supervisors and managers
Proactive Labour Engagement
- Ensure the effectiveness Management Union Meetings
- Ensure effective functioning of Local Labour Forum
- Train Managers on Disciplinary Code
- Expedite disciplinary procedures and grievances within three months
- Ensure proactive engagement with unions on matters affecting Labour
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Ensure adequate and cost effective accommodation for councillors and staff
- Identify suitable accommodation
- Provide an adequate facilities management service
- Ensure physical infrastructure and tools of trade
- Ensure connectivity in all offices
Provision of an Integrated ICT support
- Assess the ICT status for integration purposes
- Develop and Integrated ICT strategy and plan
- Ensure implementation of the ICT Governance Framework
- Ensure adequate provision of ICT hardware and services to all staff
Integrated Lease Management Strategy and Plan
- Align all lease management functions into one directorate
- Develop a standard framework for lease contracts
- Ensure regular management of lease contracts
- Ensure revenue collection from leased properties
- Ensure proper maintenance of all properties
Staff Performance Management
- Training all staff on Performance Mangement Policy
- Cascade performance to supervisor level
- Ensure quarterly reviews of all staff down to supervisory level
- Ensure interventions based on Personal Development Plans
Council support and administration
- Ensure timeous delivery of agendas
- Ensure proper capturing of Council Resolutions
- Ensure implementation of Council Resolutions
- Ensure proper logistics for Council meetings
- Ensure advertisement of Ordinary Council Meetings
- Ensure adequate support by the Secreteriat
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5.3.2 Commentary
- Corporate Services is an enabler of the entire institution, through provision of
human resources, physical infrastructure and connectivity. Corporate services
is the custodian of all Human Resources Policies and Procedures
- Corporate Services has a responsibility of providing adequate office
accommodation and facilties with connectivity for staff and Councillors.
- Corporate Services is responsible to ensure good relations and trust between
the employer and employees, and this is done through proactive Labour
engagement.
- Corporate Services is responsible for individual performance management.
- Corporate Services is responsible of developing a Skills Work Plan that will
inform various training and development interventions
- Corporate Services is responsible for the implementation of an Integrated ICT
platform and to ensure proper ICT Governance
5.3.3 Overview
5.3.4 SWOT analysis
Strengths
- Adequate resources for Council Support
- Experienced staff members
- Effective Standard Operating Procedures for Council support
- Institutionalisation of Labour engagement through LLF
Weaknesses
- No succession planning
- Inadequate qualifications
- Poor work culture and ethic
- Disintegrated ICT systems
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Opportunities
- Build a new performance driven culture
- Cost saving on alignment and integration of ICT systems
- Motivated and productive workforce
Threats
- Staff turnover
- Labour strikes
- Poor image and reputation
- Community protests
5.3.5 Projects / Outputs
5.3.5.1 Council approved organogram that is aligned to the IDP and current
business processes
Why this project
• To enhance service delivery through alignment of the structure to the
IDP
How long will it take
• Six months
Who will benefit
• Communities, staff and Council
Commentary on budget
• R26 230 036
KPIs
• Council approved organogram
SDBIP
FY 2016/17
Action Plan/SDBIP
Opex = R28 530 040
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FY 2017/18
Action Plan - Complete
Opex = R231 738 344
FY2018/19
Action Plan - Complete
Opex = R34 912 178
FY2019/20
Action Plan - Complete
Capex = 0
FY2020/21
Action Plan
Capex = 0
5.3.5.2 All positions have job descriptions and ar e task graded
Why this project
• To finalise the discrepancies of job grades
How long will it take
• Six months
Who will benefit
• Staff and Council
Commentary on Budget
• R2 500 000
KPIs
• Approved Job gradings
SDBIP
FY 2016/17
Action Plan
Opex = R2 650 000i
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FY 2017/18
Action Plan
Opex = R2 809 000
FY2018/19
Action Plan
Opex = R2 977 540
FY2019/20
Action Plan
Capex =0
FY2020/21
Action Plan
Capex = 0
5.3.5.3 Development of a proper leave management s ystem and correct leave
accrual balances
Why this project
• To address the leave qualification and to develop an adequate leave
management system
How long will it take
• Twelve (12) months
Who will benefit
• Staff and Council
Commentary on Budget
• R1 500 000
KPI
• No qualification on leave accrual.
SDBIP
FY 2016/17
Action Plan
Opex = R1 500 000
FY 2017/18
Action Plan
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Opex =R1 000 000
FY2018/19
Action Plan
Opex = R500 000
FY2019/20
Action Plan
Capex =0
FY2020/21
Action Plan
Capex =0
5.3.5.4 Payroll audit completion
Why this project
• To ensure 100% reconciliation with staff establishment
How long will it take
• Three (3) months
Who will benefit
• Council
Comementary on budget
• No Budget yet
KPI
• 100% reconciled payroll
SDBIP
FY 2016/17
Action Plan
Capex =0
FY 2017/18
Action Plan
Capex =0
FY2018/19
Action Plan
Capex =0
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FY2019/20
Action Plan
Capex =0
FY2020/21
Action Plan
Capex =0
5.3.5.5 Council approved Integrated ICT strategy a nd plan
Why this project
• To ensure integration of ICT and eliminate wasteful expenditure of
duplication
How long will it take
• Twelve months (12)
Who will benefit
• Council and staff
Commentary on Budget
• No Budget
KPIs –
• Approved ICT Strategy, ICT Disaster Recovery Plan and ICT
Governance Framework
SDBIP
FY 2016/17
Action Plan
Capex = R10 000 000
Opex = R4 000 000
FY 2017/18
Action Plan
Capex = R16 000 000
Opex = R 4 240 000
FY2018/19
Action Plan
Capex =R16 960 000
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Opex =R4 494 400
FY2019/20
Action Plan
Capex =0
FY2020/21
Action Plan
Capex =0
5.3.5.6 WI-FI enabled municipal buildings
Why this project
• To enhance connectivity for internal and external customers
How long will it take
• Twelve (12) months
Who will benefit
• Nelson Mandela community
Commentary on Budget
• No Budget
KPIs –
• Access to Wifi on all Municipality owned buildings
SDBIP
FY 2016/17
Action Plan
Capex = R5 000 000
FY 2017/18
Action Plan
Capex = R5 300 000
FY2018/19
Action Plan
Capex –R5 618 000
FY2019/20
Action Plan
Capex = NYD
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FY2020/21
Action Plan
Capex = NYD
5.3.5.7 Institutionalisation of performance managem ent to middle
management
Why this project
• To build a performance driven culture and to enhance accountability
How long will it take
• Twelve (12) months
Who will benefit
• Staff, Community and Council
Commentary on Budget
• Budget not determined
KPIs –
• 90%-100% Institutional Performance
SDBIP
FY 2016/17
Action Plan
Capex = 0
FY 2017/18
Action Plan
Capex =0
FY2018/19
Action Plan
Capex =0
FY2019/20
Action Plan
Capex =0
FY2020/21
Action Plan
Capex =0
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5.3.5.8 Council approved Workplace Skills Plan
Why this project
• To provide relevant training according to job responsibilities
How long will it take
• Twelve (12) months
Who will benefit
• Staff, Council and Communities
Commentary on Budget
• TBD
KPI
• Training Reports
SDBIP
FY 2016/17
Action Plan
Opex = R2 365 140
FY 2017/18
Action Plan
Opex =R2 507 160
FY2018/19
Action Plan
Opex =R2 657 710
FY2019/20
Action Plan
Capex =0
FY2020/21
Action Plan
Capex =0
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5.3.5.9 Development of an Integrated HR Manual with Procedures
Why this project
• To streamline and simplify policy implementation
How long will it take
• Twelve (12) months
Who will benefit
• Staff, communities and council
Commentary on Budget
• Budget not determined yet
KPI
• Approved Policies and Procedure Manuals
SDBIP
FY 2016/17
Action Plan
Capex =0
FY 2017/18
Action Plan
Capex =0
FY2018/19
Action Plan
Capex =0
FY2019/20
Action Plan
Capex =0
FY2020/21
Action Plan
Capex =0
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5.3.5.10 Proactive Labour engagement and sound rela tions
Why this project
• To create sound labour relations
How long will it take
• Twelve (12) months
Who will benefit
• Staff, communities and council
Commentary on Budget
• Budget Not determined yet
KPI
• 50% reduction of strikes from baseline
SDBIP
FY 2016/17
Action Plan
Capex =0
FY 2017/18
Action Plan
Capex =0
FY2018/19
Action Plan
Capex =0
FY2019/20
Action Plan
Capex =0
FY2020/21
Action Plan
Capex =0
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5.3.5.11 Adequate Council support and administrati on
Why this project
• For effective functioning of Council
How long will it take
• Twelve (12) months
Who will benefit
• Council and Communities
Commentary on Budget
• Budget TBD
KPI
• No of Council meetings and resolutions implemented
SDBIP
FY 2016/17
Action Plan
Opex =R21 919 110
FY 2017/18
Action Plan
Opex =R23 563 300
FY2018/19
Action Plan
Opex=R25 332 410
FY2019/20
Action Plan
Capex =0
FY2020/21
Action Plan
Capex =0
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5.3.5.12 Provision of adequate office accommodation and facilities
Why this project
• To improve working conditions and to accommodate all staff and
councillors
How long will it take
• Three (3)Years
Who will benefit
• Staff, council and communities
Commentary on Budget
• Budget to be determined
KPI
• Integrated Office Accomodation
SDBIP
FY 2016/17
Action Plan
Capex = R2 500 000
FY 2017/18
Action Plan
Capex =R2 000 000
FY2018/19
Action Plan
Capex = R2 000 000
FY2019/20
Action Plan
Capex = TBD
FY2020/21
Action Plan
Capex =TBD
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5.4 ELECTRICITY AND ENERGY
5.4.1 Guiding Principles
An issue with electricity and energy is the reconciliation of climate change goals, and
the use of renewable energy technologies become imperatives for the poor as
alternative energy solutions for universal access and availability of electricity during
times of Eskom outages. South Africa is experiencing a marked reduction in the
national generation reserve margin. As such, the country has no option but to save
energy through energy reduction campaigns (Demand Side Management, and
Renewable Energy and Energy Efficiency). Carbon emission reduction and climate
change mitigation have consequently become local priorities.
To this end, the NMBM is committed to becoming a leader in the field of climate
change mitigation, the reduction of harmful greenhouse gases, and the identification
and implementation of alternative fuel sources. The NMBM through its Green
Economy is committed to purchase energy from renewable sources and maximize its
own resources to produce green energy. The future of this business is for greater
and the NMBM has focused on becoming a conduit rather than a consumer. As a
conduit the NMBM will facilitate and ensure that the growth of the renewable energy
market is favoured in the region. This is being achieved by the already structured
agreements and new Tender opportunities that will be advertised in the current and
new financial year.
The NMBM is committed to developing and implementing a Smart City programme in
the Metro. This will enable universal digital connectivity between all devices and
communities. This will include the roll out of smart devices for metering, measuring
and monitoring all municipal infrastructures.
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5.4.2 Commentary and Background
The Electricity and Energy Directorate managed to secure a grant from National
Treasury through the Division of Revenue Act allocations for energy efficiency and
demand side management projects. This grant, managed by the Department of
Energy, will provide for the retrofitting of public lighting in the NMBM. The main
components of this retrofitting will be the changing of existing lighting in municipal
buildings to more efficient ones, the changing of sports field lights to LED lights and
the changing of existing high Pressure sodium post top lights in the townships to
more efficient LED lights. Further grants and innovative business plans have been
applied for and developed to ensure that the NMBM positions itself in the global
space of being a smart and innovative City. Pilot Projects and new business
opportunities will be forth coming. A complete “smart” area recapitalization process is
being developed.
Non-technical electrical losses, i.e. theft of electricity, is a major concern for all
utilities and are a great drain on municipal finances. Currently, these losses are in
excess of 8% of electricity sales. A main driver in keeping a Utility’s electricity
affordable is the management of these losses. The NMBM has appointed a service
provider to implement a strategy to reduce these losses.The safety and reliability of
the electricity supply is accomplished by maintaining and refurbishing existing
infrastructure and providing capital for new infrastructure. The Directorate’s
refurbishing plan consists of servicing and, where necessary, replacing aging
equipment in the electrical grid. This equipment includes elements like switchgear
(circuit breakers, isolators, voltage transformers, current transformers, etc) and
conductors (overhead lines and underground cables).
Another major project contained in the Refurbishment Plan is the replacement of the
outdated electro mechanical relays with new digital relays. Relays are devices that
are placed within circuit breakers, the main purpose of which is to protect major
equipment at a substation from damage during fault conditions. The main benefit of
these digital relays is that their additional functionalities allow for the faulted unit of
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the grid to be isolated while keeping the rest of the grid running. In simple terms this
means that a single fault on the network protected by these relays will result in no
power outage to the customers.
New infrastructure is generally provided in areas where new developments are
taking place or where the growth in electricity of existing customers exceeds the
capacity of the existing network. In certain scenarios, new infrastructure is invested
in existing networks that does not add to the capacity of the network but instead
makes the networks operate better and more reliably. This is the case with the
installation of fault indicators. Most medium Voltage networks in domestic and
commercial areas are run with “open points.” This means that the ringed network out
of the main substation operates with an isolator “open.” This is the most reliable way
of running networks that do not have relays in them. (Relays would isolate the
faulted sections). The major drawback of these “open point” networks is the time
taken to locate faults on the network. Customers would normally be off for hours
while the artisan is sent around to find and then manually isolate the faulted piece of
network before switching the remaining customers back on. The installation of fault
indicators on these networks will drastically cut down on the outage time of the
customers as the artisan will be led straight to the faulted section. Business plans
attempting to address rapid infrastructure recapitalization through obtaining
traunches of money are prepared and being printed with the Department of Energy
and National Treasury.
5.4.2.1 Background
A strategic objective in the IDP of the NMBM is “Ensuring access to basic services
for all resident communities in Nelson Mandela Bay.” In electricity terms, this means
providing an electricity connection to every household in the Metro. The major
challenge facing all municipalities is the provision of electricity to low Income and
informal areas. National Treasury through the Department of Energy provides the
bulk of the funding for these electrification projects. The EandE Directorate accesses
this grant by developing and submitting an electrification programme to the DOE.
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Data is compiled from the seven year housing programme of the Metro and the rate
of housing construction by the Human Settlements Directorate in the previous years.
These figures are then collated and an electrification programme developed and
submitted to the DOE for funding. DOE then allocates funds at a rate of R10500 per
erf. These funds do not generally cover all the housing requirements as per the
programme. Additional funds are then requested from the Budget and Treasury
Directorate to cover the shortfall. The numbers of houses built in a financial year are
of such a nature that funding received from DOE and the NMBM internal funding is
able to electrify all the houses. There currently exists no backlog in electrification of
formalised sites. The need to address informal illegal connections is high priority.
The NMBM has developed an innovate funding model and will be requesting the
National Treasury and Department Of Energy to assist in adding ± 25000 dangerous,
illegal connections over the next few years.
A clear distinction must, however, be made between formalised surveyed sites (both
formal and informal) and un-proclaimed informal sites. Previously, no funding for the
provision of electrification is provided in the latter case by both the DOE and NMBM.
These sites and the households living on these sites were therefore not counted as a
backlog of electrification.
The NMBM has lobbied and obtained funding to provide an innovative solution for
providing electricity to informal areas that fall outside the DOE normal funding
mechanisms. These solutions include providing off Grid PV solutions and current
limiting intelligent metering units to informal areas. These projects will commence in
the 2015/16 financial year.
The Electricity and Energy Directorate has recognized the need to develop the skills
of recently qualified technicians and engineers and guide them on a programme that
will see them registered as professionals. To accomplish this, the Nelson Mandela
Bay Municipality has obtained a grant from National Treasury to implement a training
program for these recently qualified technicians and engineers. The aim of the
program is to train the individual to a level of a registered professional.
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Good governance is a prerequisite for energy regimes that are economically and
environmentally sound and socially responsible. With that in mind, the NMBM’s
Integrated Development Plan includes its commitment to comply with all legislation
and standards governing the supply of electricity.
5.4.2.1.1 Electricity and Energy Infrastructure Ski lls Development Grant (ISDG)
Mentorship Programme
The strategic goal of the ISDG Programme is to support municipalities in order to
create a long-term and sustainable pool of young professionals in areas where there
are scarce skills challenges; this includes the maximization of job creation and
capacitating of these municipalities.
In 2011, the Municipality requested funding from National Treasury for the expansion
of its Electricity and Energy Directorate’s Skills Development Programme. This
funding was further expanded to the Infrastructure and Engineering Directorate, and
an agreement was reached between National Treasury and the Municipality for
professionally registering existing graduates within the bursary programme.
An Infrastructure Skills Development Grant (ISDG) of R8,5 million was allocated to
the Nelson Mandela Bay Municipality in terms of the Division of Revenue Act
(DORA) for 2015/16; and R9 million for the 2016/17 financial year.
Since the 2012/13 financial year, the implementation of this Programme has yielded
profound results for the Municipality, particularly in providing the necessary capacity
in areas of scarce skills. In the ongoing years the NMBM will seek to obtain further
funding and grow the programme with the intention of incorporating the training into
the already accredited training Centre at Munelek.
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5.4.2.2 Renewable Energy as an economic driver and a medium and long
term sustainable energy carrier
The NMBMM, together with private enterprise, is facilitating the establishment of
renewable energy sources within the Metro, such as the conversion of
landfill/methane gas to electricity, wind energy generation, solar water heating and
photovoltaic initiatives. Proper energy efficient measures and the successful
institutionalization of climate change mitigation in all spheres of business form part of
this commitment. Currently a trading agreement as well as soon to be advertised
tenders will ensure that the NMNBM meets these targets within five years.
5.4.2.3 Network Reinforcement/Systems stability
Complaints must be attended to within 3-6 hours for Nelson Mandela Bay supply.
Peaking arrangements to be put in place to overcome Eskom outages.The safety
and reliability of the electricity supply is accomplished by maintaining and
refurbishing existing infrastructure and providing capital for new infrastructure. The
Directorate’s refurbishing plan consists of servicing and, where necessary, replacing
aging equipment in the electrical grid. This equipment includes elements like
switchgear (circuit breakers, isolators, voltage transformers, current transformers,
etc) and conductors (overhead lines and underground cables).
New infrastructure is generally provided in areas where new developments are
taking place or where the growth in electricity of existing customers exceeds the
capacity of the existing network. In certain scenarios, new infrastructure is invested
in existing networks that does not add to the capacity of the network but instead
makes the networks operate better and more reliably. The installation of fault
indicators on these networks will drastically cut down on the outage time of the
customers as the artisan will be led straight to the faulted section. Business plans
attempting to address rapid infrastructure recapitalization through obtaining
traunches of money are prepared and being printed with the Department of Energy
and National Treasury.
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5.4.2.4 Public Lighting
The need to ensure adequate and proper public lighting and to respond adequately
and timeously to faults and complaints is being addressed as follows: an internal
mechanism based on the annual budget available will address a certain repair and
replacement programme whereas an external re- capitalization tender which will
include for a 15 year management and service contract is currently being prepared.
5.4.2.5 Illegal Connections
A plan must be put in place to eliminate illegal connections within 5 years.The need
to address informal illegal connections is high priority. The NMBM has developed an
innovate funding model and will be requesting the National Treasury and Department
Of Energy to assist in adding ± 25000 dangerous, illegal connections over the next
few years.
A clear distinction must, however, be made between formalized surveyed sites (both
formal and informal) and un-proclaimed informal sites. Previously, no funding for the
provision of electrification is provided in the latter case by both the DOE and NMBM.
These sites and the households living on these sites were therefore not counted as a
backlog of electrification.
The NMBM has lobbied and obtained funding to provide an innovative solution for
providing electricity to informal areas that fall outside the DOE normal funding
mechanisms. These solutions include providing off Grid PV solutions and current
limiting intelligent metering units to informal areas. These projects will commence in
the 2015/16 financial year.
5.4.2.6 Electricity Loss Reduction
Non - technical electrical losses, i.e. theft of electricity, is a major concern for all
utilities and are a great drain on municipal finances. Currently, these losses are
approximately 6 to 8% of electricity sales. A main driver in keeping a Utility’s
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electricity affordable is the management of these losses. The NMBM has appointed
a service provider to implement a strategy to reduce these losses in conjunction with
the electricity and energy directorate. It is intended to reduce these non-technical
losses by 1% per annum over the next 5 years.
5.4.2.7 Universal Access to Electricity
Ensuring access to basic services for all resident communities in Nelson Mandela
Bay. In electricity terms, this means providing an electricity connection to every
household in the Metro.
5.4.3 Directorate overview
The Electricity and Energy through its various sub directorates plans, designs and
maintains its electricity networks. These networks provide a reliable supply to all
customers. The Directorate interacts with ESKOM to ensure reliable, cost-effective
and adequate electricity supply is available to the Metro. It also coordinates load
shedding schedules with ESKOM to ensure minimum disruption during load
shedding.
The Directorate in conjunction with the Budget and Treasury and NERSA drafts and
proposes electricity tariffs. These tariffs ensure adequate revenue recovery to meet
the financial needs of the Metro like not overburdening the consumers. The
Directorate through its loss control division monitors and reducing the non technical
losses. This is currently managed through the appointment of a service provider. The
theft of infrastructure is managed by the Distribution, Special Projects and Safety
and Security Directorate.
The installation of smart grid technologies by the Special Projects team is an
innovative way of reducing and monitoring theft. The Directorate is actively
canvassing for grants and other external funding to address the constraints of
current municipal budgets. Interactions with HR directorate regarding retention
packages for skilled staff are difficult and ongoing.
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The Directorate drafted and has had council approve and number of resolutions
related to the implementation of renewable energy. The main resolution is the green
economy strategy which allows for the conversion of 10% its energy consumption to
renewable sources. The Directorate is actively managing renewable energy projects
like waste to energy, pv rooftop installation, biogas to energy. A trading Platform for
energy will also help to ensure long term sustainable revenue is earned from
embedded generation and other energy carriers.
5.4.3.1 Challenges
• The National Energy constraint Eskom and the impact this has is local load
shedding
• The steep rise in electricity tariffs.
• The affordability and current environment arising around the high energy
users
• Theft of electricity infrastructure and electricity
• Budget constraints
• Difficulty in obtaining skilled staff
• Renewable energy
• Unionized political environment
5.4.4 Brief SWOT analysis
Strength:
- South Africa has excellent Acts, policies and Legislation. We are good at
making these policies as a country, but not good at their implementation. As
with the NMBM the constitution and Municipal systems act allows us to
promogate by laws and govern in a manned that allows us total freedom as
long as we do not conflict with an act. That in its own should ensure our
success.
- Electricity is a schedule function of local government and as such all its
associated aspects becomes the biz responsibility of the electricity and
energy directorate. All aspects of the business are well known, the staffs
working in these fields are competent and knowledgeable.
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Weaknesses:
- Productivity is low, staff morale is low, and lack of responsibility and
accountability
- The current lack of generation capacity in the country, poor economic
development growth and locally high electricity losses must be seem as a
huge opportunity to bring financial improvement to NMBM through losses
reduction, Green economy development and the opportunity train and up skill
staff.
- Aging and Failing infrastructure; Lack internal Skills Development; Budget
constraints; Tariffs increases; Lack of economic growth; Illegal Connections
growing; Theft increasing; Productivity declining; Embedded generation.
5.4.5 Projects / Outputs
5.4.5.1 Project: Reduction of Electricity Losses
Why this project
- In order to ensure that monies owed to the Council are paid for and non-
technical losses are kept at a minimum
How long it will take
- Ongoing
Who will benefit
- Benefits will acrue not only to the Metro but to the business commercial and
residential
consumers within the Metro.
Commentary on Budget
- The Budget is not linked specifically at this project as the majority of payments
are on a share savings methodology; however the metering capital budget is
R5million for meters and largely unknown for the future.
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KPIs (Performance Measures)
- 1% Loss Reduction per annum for five years
How it will be done
- The electricity and energy directorate has a specialized sub-directorate which
jointly with the assistance and technical support manages a third party
contractor who has been appointed for a period of three years to rectify and
reduce these losses; thereafter a decision will be taken as to whether or not a
further period of assistance is necessary.
5.4.5.2 Project: Universal Access to Electricity
Why this project
- It is imperative that all residents of NMBM have access to a safe reliable and
cost effective electricity supply
How long it will take
- Ongoing in terms and is determined by the 7 year Humans Settlements
programme
Who will benefit
- The residents of the NMBM
Commentary on Budget
- Dependant on the Human Settlements programme and the DoE grant funding
R35million
KPIs (Performance Measures)
- Number of state subsidized and informal housing units provided with access
to electricity
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How it will be done
FY 2016/17
Action Plan
Managed by the electrification sub-directorate of the NMBM
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
5.4.5.3 Project: Network reinforcement and systems stability
Why this project
- To ensure that the safety and integrity of the electrical network is at it's
highest and that outages and network problems are kept to a minimum as per
NRS 047 and NRS 048.
How long it will take
- Ongoing
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Who will benefit
- All business commerce and residential consumers with the NMBM.
Commentary on Budget
- The Budget is R 85 million. Innovative business plans for rapid re-
capitalization indicate a total need in excess of R1 billion rand.
KPIs (Performance Measures)
- KPI's (Performance Measures): Percentage of Budget Spent
How it will be done
FY 2016/17
Action Plan: A Business Plan clearly identifies the electricity network areas of
greatest need. These will typically be related to Switchgear; Transformers; Cables
and Overhead lines. The Projects would then be executed and managed by internal
project managers utilizing specialized third party contracting staff.
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
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5.4.5.4 Project: Public Lighting
Why this project
- To provide adequate lighting to all residences in terms of legislated standards.
Ensure that repairs and refurbishment of related infrastructure is performed
timeously
How long it will take
- Ongoing
Who will benefit
- Adequate public lighting will provide a safer environment for all residence of
the Metro. Replacement of existing lighting with efficient lighting provides
financial savings to the Metro while increasing lighting to the levels areas.
Commentary on Budget
- Budget is provided through internal funding and national grants. Current
budget provides for R16 million from grant funding. This indicates that current
budgets are insufficient to deal with the large scale replacement of
infrastructure required
KPIs (Performance Measures)
- Public Lighting provides for installation of new streetlights in areas, retrofitting
of lighting with more efficient LED streetlights and replacement of vandalised
and stolen street lighting infrastructure.
How it will be done
FY 2016/17
Action Plan
Ongoing as per KPI
Capex
FY 2017/18
Action Plan
Capex
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FY2018/19
Action Plan
Capex
5.4.5.5 Project: Reduction of Illegal connections
Why this project
- To reduce the number of illegal connections in informal areas by providing a
minimal electrical supply to the residences
How long it will take
- Ongoing
Who will benefit
- The EandE Directorate has two main strategies in providing electricity
supplies to informal areas. The first strategy is the installation of off grid PV
home systems. The second is the installation of a basic 20 Amp electrical
supply to informal homes. All illegal connections will then be removed from
the areas. Any subsequent illegal connections will then be dealt with through
Loss Control Division
Commentary on Budget
- Budget for this project is provided through grants. R22 million from DOE for
off grid and R20 million for Walmer through DEADET. EandE has applied for
additional funding to electrify all informal areas
KPIs (Performance Measures)
- Reduction of illegal connections provides for the electrification of informal
areas in under markated areas that currently have no access to electricity
supplies
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How it will be done
FY 2016/17
Action Plan
Ongoing as per KPIs
Capex
FY 2017/18
Action Plan
Capex
5.4.5.6 Project: Provision of Supplies from Renewab le Energy Resources
Why this project
- Provide 10% of the Metros electricity supply from Renewable energy
resources
How long it will take
- Ongoing
Who will benefit
- NMB Community
Commentary on Budget
- The only municipal funding provided will be through the man hours charged
by the staff managing this project. Funding will be done by private parties
KPIs (Performance Measures)
- Projects that will be prioritized will be the roof top PV on municipal buildings,
the rooftop PV on private homes, the biogas to energy at Fishwater flats, the
green energy trading and the Waste to Energy Project
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How it will be done
FY 2016/17
Action Plan
Ongoing as per KPIs
Capex
FY 2017/18
Action Plan
Capex
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5.5 INTEGRATED HUMAN SETTLEMENTS
5.5.1 Guiding Principles
- Accelerate the creation of equal access to housing opportunities through the
national housing programmes in the metro with specific priority to the poor
and homeless.
- Human settlements department in the NMBMM will provide and facilitate an
appropriate platform to ensure that there is an appropriate amount of
consensus on planning and strategies to achieve spatial transformation.
- Through the national housing programmes and working with the private sector
and private developers create integrated and sustainable communities in the
metro.
- Strengthening of human settlements development through planned public
transportation corridors and integration zones.
- Fight fraud and corruption in the housing delivery value chain.
5.5.2 Commentary
The delivery of housing in the metro has been characterised by a mix of positive
story line and negative experiences that created very serious negative
consequences that will impact on our ability to create integrated and sustainable
communities in the metro. On the positive side, over the years, we have been able to
build housing units for the poor and reached out just over 60000 households in the
metro. This was coupled with provision of basic services to poor and deserving
households. The acceleration of provision of basic services and infrastructure will
still continue to be a hallmark of our delivery programme to reach out to as many
sections of our communities as possible. Through the integration and alignment of
the Human Settlements Development Grant (HSDG) and Urban Settlements
Development Grant (USDG), more efforts will be made in making sure that housing
development goes with massive investment in infrastructure and basic services to
communities.
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5.5.2.1 Informal Settlements and Marginalised Areas
The Municipality has a dedicated programme for the elimination of informal
settlements, as contained in the Informal Settlements Upgrading Plan (NMBM:
Human Settlement Directorate, 2008). The Plan was developed in 2008 and
included 81 informal settlements. 51 informal settlements remain and are contained
in a matrix of in situ upgrading/destination areas, programmed over time, prioritized
and implemented according to the availability of funding.
In terms of municipal policy, the relocation of informal settlements happens as a last
resort. Where an informal settlement can be formalized in situ, this is done. Of the
105 originally identified informal settlements, 34 in situ upgrading of informal
settlements were completed. In some instances, due to density, not everyone in an
informal settlement can be accommodated in situ. In these cases, the remaining
residents are relocated to locations situated as close-by as possible. Informal
settlements in stressed areas, such as under power lines, on tip sites, in floodplains
or other such areas, are relocated to new areas. To accommodate these
communities, 9 Greenfield sites have been prepared and serviced. In order to
accommodate the total need for new development, 16 Greenfield sites were
programmed for completion in terms of the approved Human Settlements Plan.
The Informal Settlements Upgrading Plan makes provi sion for the following:
- Elimination of the housing delivery backlog of 72 411 units (49 000 backyard
shacks and 23 411 informal settlements) through the provision of quality
housing and the structured upgrading of informal settlements.
- Upgrading of informal settlements and backyard dwellings, preferably in-situ
and well located Greenfield developments. Of the 56 in situ informal
settlements, 30 still need to be upgraded; and of the 16 Greenfield
developments, 6 still need to be upgraded. Providing housing opportunities for
an estimated 35 000 beneficiaries that are not being catered for in the current
housing projects that are focused on beneficiaries earning R3 500 and below
per month. Relocation of 3 000 communities living in stressed areas (such as
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flood-plain areas, tip-sites and power line areas) in terms of the Relocation
Plan, which is an integral part of the Informal Settlements Upgrading Plan.
The identification of well-located land in priority areas and integration zones
will be key.
- The Informal Settlements Upgrading Plan is part of the NMBM Human
Settlements Plan. The main focus of the Plan is the full technical and social
investigation of all the informal settlements within the Metro, as well as the
categorisation of each settlement in term of needs and vulnerability.
The prioritisation of projects is based on technical readiness, including town planning
layout approvals, general plan layout approvals, environmental approvals, completed
geotechnical investigations, and the availability of bulk infrastructure. Greenfield
projects are also prioritised as destination projects for relocation purposes.
5.5.2.2 Strategy for better located housing develop ment for all and specifically
the poor in relation to desnification
Well located, pro-poor urban development strategies are well entrenched in the
Sustainable Community Planning Methodology of the NMBM The methodology
focuses on actions and approaches to achieve higher levels of functional, social and
economic integration, simultaneously promoting and improving social, economic and
environmental sustainability. The density of existing areas should be increased
through infill development on vacant land not required for other purposes. Corridor
development along public transport and other major transport routes will also
increase densities in existing areas. Transit oriented development (TOD) is a priority
of the city.
To effectively increase density and thereby reduce urban sprawl, future densities
should average at least 30 to 40 units per hectare (gross) in new areas. Current
densities average 20 units per hectare. It is predicted that more than 80% of the
future residential demand in the Metro will be for low-income housing. In view of the
need for densification, it is this sector that will, of necessity, be most affected. The
current practice of creating erven of 200 to 300m² for low-income housing is
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unsustainable from an economic and land utilisation point of view. Increased
densities, on the other hand, can decrease land and servicing infrastructure costs
and also enhance the viability of public transport systems.
The proposal in the context of the Nelson Mandela Bay area is as follows:
- To strengthen the existing major bus routes and commuter routes in the Metro
by the addition of high-density development alongside. (TOD).
- To intensify development around existing public open spaces, where
appropriate. Intensification refers to the subdivision of the existing
appropriately located and designed Brownfield erven.
- The Greenfield development of certain strategic sites which, although located;
on the periphery of the city, could nevertheless be easily integrated into either
the rail or road transport system. Environmental considerations rather than
cadastral boundaries informed the perimeters of such external Greenfield
sites.
The abovementioned documents together comprise the spatial strategy of the
NMBM which has at its core the aim of sustainability and achieving a more equitable
spatial structure for the population of the Metro. The strategies mentioned above do
not exist in isolation of each other but together enahce the prospects of achieving
spatial justice over time.
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5.5.2.3 Brief background and challenges
In terms of the National Housing Act, Act 107 of 1997, the Government’s primary
housing objective is to undertake housing development, which Section 1 defines as
follows: “the establishment and maintenance of habitable, stable and sustainable
public and private residential environments to ensure viable households and
communities in areas allowing convenient access to economic opportunities, and to
health, educational and social amenities in which all citizens and permanent
residents of the Republic will, on a progressive basis, have access to permanent
residential structures with secure tenure, ensuring internal and external privacy, and
providing adequate protection against the elements, potable water, adequate
sanitary facilities and domestic energy supply.”
The existing national housing programs have been based on this objective and the
principles embodied therein. Municipalities are required to take the leading role in
negotiating the location of housing supply to facilitate spatial restructuring, spatial
planning and transportation systems and the integration of housing into municipal
IDPs. This entails the following:
• Initiating, planning, facilitating and co-coordinating appropriate housing
development
• Implement projects as developers in accordance with agreements
• Promote private sector development
• Develop a housing delivery strategy with development goals
• Planning and allocation of land for human settlements
• Creating a financially and socially viable environment for housing delivery
• Facilitating the resolution of conflicts arising from housing delivery initiatives
• Facilitating the provision of bulk services
• Administering national housing programs.
• Expropriating land for housing development.
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The delivery of housing in the metro provides an opportunity to transform the shape
and form of our city and its settlements. One of the major concerns over the past
years has been our inability to make the maximum impact through our successive
delivery record of housing units built. Notwithstanding the good delivery record in
terms of housing units built, little impact has been made through this programme to
integrate communities and transform the spatial landscape of the city. The city has
continued to drive its housing delivery programme in the peripheries of the City and
thereby perpetuating a socially and economically devicise urban sprawl. Through our
housing programme, we have not been able to close the divide between the primary
and secondary property market and little has been done to integrate the programmes
of the private developers into an integrated city wide housing delivery programme.
5.5.2.4 Challenges
You still find in the city, stuck elements of a very fragmented property market - one
servicing the largely poor black communities of the North and one servicing the
largely rich and mainly white communities of the South. A city wide housing delivery
programme that integrates and creates complementiarity between efforts of the
private developers and the state will ensure that efforts are made to create
integration in the property market.
5.5.3 Directorate overview
In response to the above, our first focus is on creating a pipeline of projects focusing
on the implementation of the national housing programmes across the City. This will
assist in making sure that we create housing opportunities that can accommodate as
many households as possible. This is also an acknowledgement that not all
residents of the City are in need of a state subsidised low cost house (RDP house).
Through the appropriate measures, we are embarking on a programme to popularise
all the other national housing programmes that are available in the market which
some can enhance good working relations with the private developers and banks i.e.
FLISP and Social Housing. This will ensure that we sustain an accelerated housing
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delivery programme in the City with guaranteed quality and sustainability of housing
products provided for all the residents of the City.
A programme is underway to integrate a full comprehensive City wide “National
Housing Needs Register” for housing opportunities. This will help the city and its
private players to plan and budget for housing opportunities well informed about the
demand for housing in the metro (creation of a planning and budget tool for housing
development).
A programme is already in implementation to create the necessary and competent
capacity in the metro to manage the administration and implementation of the
national housing programmes i.e. establishment of the Project Management Unit,
programme to produce suitably qualified and competent project managers registered
with professional bodies to manage the implementation of the national housing
programmes in the metro. A more focused and results driven capacity building
programme is being implemented to empower the staff complement of the Housing
Delivery sub-directorate and the entire human settlements directorate with various
built environment competencies. We are strengthening working relations with other
Directorates/sub-directorates of the city to ensure integration and alignment of
progammes and thereby make human settlements development “the appropriate
platform to create the right conversation and consensus on human settlements
development”.
We are going to strengthen the programme to fight fraud and corruption in the
implementation of the housing delivery programmes of the City by making sure that
awareness is created amongst the staff members and throughout the communities.
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5.5.4 Brief SWOT analysis
Strengths
- Building housing units - meeting the targets set
- A number of committed staff complement to results and excellence
- Committed staff prepared to take the department to success.
- Experienced project management and planning staff who have successfully
implemented planning and housing projects.
- Implementation of SPLUMA
- A large number of potential projects which can be brought to success due to
involvement and co-operation of other departments within the Municipality.
Weaknesses
- Wasteful and corrupt housing delivery value chain
- No understanding of policy framework on housing
- Poor project management capacity
- Poor project planning capacity
- Inability to manage finances in relation subsidy payments due linked to
Revolving Fund
- Inability to construct housing at large scale due to funding constraints.
- Timeous obtaining of the approval of Benificaries for Projects
Opportunities
- Opportunities (Where we can make a difference)
- Creating a platform for alignment and integration (horizontal and vertical)
- Acceleration of housing delivery of diversed quality products in the property
market.
- The metro has large tracts of Land that could strategically be utilized for
Human Settlements
- The new developments and their growth also opens opportunities for both
business and tourism due to locality and historical background
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Threats
- Heavy reliance of subsidy funding for construction projects.
- Rectification projects preventing prioritization of full funds to new projects
- Lack of understanding of internal operations and processes by the public.
- Devaluing of property by the public due to crime and substance abuse leading
to worse cases such as vandalism and / rectification ( unnecessary
expenditure as the blame is shifted to the municipality)
- Service delivery protests by the public as the houses delivered are limited to
available funding per financial year and not necessarily responding to direct
community needs.Subtopic
5.5.5 Projects / Outputs
5.5.5.1 Integrated Residential Development Programm e (IRDP)
Why this project
- It will provide housing opportunities for poor communities and opportunities for
infrastructure development. It provides appropriate projects for integration and
alignment (vertical and horizontal).
How long it will take
- Projects under this progamme have a lifespan of 1(one) year to five years
depending on the scale of the projects.
Who will benefit
- Poor households and households above the threshold of R3500 (Mixed use
developments)
Commentary on Budget
• To be confirmed
KPIs (Performance Measures)
• Residential Development programmes completed
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How it will be done
FY 2016/17
Action Plan
• Project application made to the province for approval and receives
funding approval from the province.
• Project and home enrolment to the National Home and Builders
Registration Council (NHBRC).
• Address all planning milestones including approvals required to ensure
project readiness - readiness matri.
• Appointment of contractors through a competitive bidding process -
Procurement Framework.
• Community consultation and establishement of various Project
Steering Committees (PSC) for various projects.
• Conclusion of contractual agreements and project implementation
plans with contractors.
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
5.5.5.2 Rectification Programme
Why this project
• It will assist poor households with rectification of their houses that were built
through poor workmanship and by contractors who did not have the
necessary capacity to build houses.
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How long it will take
• Projects under this programme have a lifespan of 1(one) year to 2 (two) years
depending on the scale of the project.
Who will benefit
• Poor households and households above the threshold of R3500 (Mixed use
developments
Commentary on Budget
• To be confirmed
*NB: Rectification projects are limited to 10% of the available budget to the metro as
per housing policy directive.The two outer years (2019/20 and 2020/21) will be
confirmed during the following MTREF period.
KPIs (Performance Measures)
• Number of houses rectified
How it will be done
FY 2016/17
Action Plan
• Project application made to the province for approval and receives
funding approval from the province.
• Project and home enrolment to the National Home and Builders
Registration Council (NHBRC).
• Address all planning milestones including approvals required to ensure
project readiness - readiness matrix.
• Appointment of contractors through a competitive bidding process -
Procurement Framework.
• Community consultation and establishement of various Project
Steering Committees (PSC) for various projects.
• Conclusion of contractual agreements and project implementation
plans with contractors.
Capex
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FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
5.5.5.3 Implementation and Construction of Civil En gineering Services in
support of HSDG Top-structures funded by the Urban Settlements
Development Grant (USDG)
Why this project
• The project ensures the timeous provision of serviced sites for the
construction of houses. These sites are provided with both bulk and internal
water and sanitation. The process ensures that there no delays in
construction of houses and also provides additions sites should other
municipalities not be in a position to spend their full allocation of HSDG funds.
How long it will take
• No timing available
Who will benefit
• The community at large will benefit from these pre-planned sites, in there are
sites available for house construction as well as additional sites available in
emergency situations. The Metro also benefits in that there are sites available
in advance of house construction
Commentary on Budget
• The Human Settlements has a budget allocation of R211m for the 2016/2017
financial year and it is expected that this allocation will yield 4000 serviced
sites (Sites provided with Full water and Sanitation services).
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KPIs (Performance Measures)
• In terms of the SDBIP the programme has 1 KPI - Provision of serviced sites
(Sites provided with Full water and Sanitation services). It is expected and
planned to deliver 4000 serviced sites in the 2016/2017
How it will be done
FY 2016/17
Action Plan
Capex
FY 2017/18
Action Plan
Capex
5.5.5.4 Review of Densification Policy and Strategy 1.1.1.1 Review of
Densification Policy and Strategy
Why this project
• The exisitng Rural Development policy/ strategy is outdated and requires
review to accommodate new development challenges in rural areas, including
sporadic informal settlements in the peri-urban areas. New trends and
development policies such as spatial targeting and traffic orientated
development necessitate the NMBM to consider and or review its policies and
strategies with regard to urban densification.
How long it will take
• Approximately 24 months
Who will benefit
• Entire metro
Commentary on Budget
• Nil budget to be funded from Opex
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KPIs (Performance Measures)
• NMBM Densification (Urban and Rural) Policy/ Strategy adopted by Council
How it will be done
FY 2016/17
• Action Plan
• Appointement of a review team which may or may not include external
service providers
• Review process
• Preparation of status quo reports
• Draft Densification Policy/ Strategy
• Public Review
• Final Densification Policy/ Strategy
• Adoption by Council
Capex
5.5.5.5 Preparation and adoption of Local Spatial D evelopment Frameworks
This project is an opex funded project
Why this project
• The Metropolitan Spatial Development Framework (MSDF) is supported by
various Local Spatial Development Frameworks Plans (LSDF’s) which serve a
second tier planning documents in the NMBMM spatial planning hierarchy.
The following LSDF’s are currently being prpepared:
- Ibhayi
- Summerstrand
- Bethelsdorp
- Zanemvula (16/17-17/18)
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How long it will take
- The preparation of the Ibhayi, Summerstrand and Bethelsdorp LSDF’s are
well advanced and will be concluded in the next 6 months, whilst the
Zanemvula LSDF will be completed within 24 months.
Who will benefit
- The Greater Nelson Mandela metropolitan.
Commentary on Budget
- Funded by Integrated City Development Grant and NMBM Operating Budget
KPIs (Performance Measures)
- No information provided
How it will be done
FY 2016/17
Bethelsdorp, Summerstrand and Ibhayi are running projects of which
consultants are appointed and the local spatial development framework is in
draft stages of development. The Zanemvula LSDF: Procurement processes
will be intitated.The completion of final draft will be followed by public
participation and stakeholder engagement. The final reports would be made
available for decision making and approval.
FY 2017/18
Procument process to be completed for the Zanemvula LSDF which will be
funded by the Integrated City Development Grant.
FY2018/19
Zanemvula LSDF to be finalised and approved.
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5.5.5.6 Review of Existing Local Spatial Developmen t Frameworks (opex
funded)
Why this project
- The Municipal Systems Act together with the Spatial Land Use Management
Act requires periodic review of Local Spatial Framework Plans. The following
LSDF’s are due for review
- Greater Walmer LSDF
- Cape Road LSDF
- Western Surburbs LSDF
- Motherwell LSDF
- Uitenhage LSDF
How long it will take
- The review of each LSDF require approximately 12 months subject to specific
complexities.
Who will benefit
- The Greater Nelson Mandela metropolitan.
Commentary on Budget
- funded by Capex and ICDG
KPIs (Performance Measures)
- No input provided
How it will be done
- FY 2016/17
All LSDF’s Reviews to be initiated in this period.
Funded by operating budget and ICDG
FY 2017/18
All LSDF’s reviews to be approved
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5.5.5.7 Social Housing Development and Delivery (Pa rsonsvlei, Walmer
Cosmo, Sunnyside Hotel, 272 Govan Mbeki, Fairview L ink Extension,
Coega Village, Steve Biko Mumford, Despatch Florida Farm and
Fairview Willowdene Social Housing Projects)
Why this project
- Strategic restructuring rental housing prejects that are state subsidized. The
model seeks to densify areas of low density and infill development.
How long it will take
- To be determined by the Social Housing Institutions, the Provincial
Department of Human Settlements and Social Housing Regulator
Who will benefit
- NMB residents earning in the income bracket of R3500.00 - R7500.00
Commentary on Budget
- N/A
KPIs (Performance Measures)
- No information provided
How it will be done
- FY 2016/17
N/A The Municipality plays the role of facilitation
- FY 2017/18
N/A
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5.6 ECONOMIC DEVELOPMENT, TOURISM AND AGRICULTURE
5.6.1 Guiding Principles
The Nelson Mandela Bay Municipality has developed its IDP five year
implementation plan (2016-2021) which is aimed at accelerating economic growth,
job creation, and empowerment. Given past trends and the current position of
Nelson Mandela Bay in a national and international perspective, the future outlook
for Nelson Mandela Bay does not hold great promise for accelerated growth, job
creation, and poverty reduction unless certain high impact interventions are
implemented in the next few years. The Nelson Mandela Bay’s five year plan
therefore provides the framework for the city’s short to medium term growth and
prosperity in a five year horizon. The plan reflects the city’s commitment to ensuring
the development and growth of local economy and its sustainability in a changing
global environment.
It is important to highlight that the development and growth of Nelson Mandela Bay’s
economy depends on the ability of all stakeholders (public, private, civil society, and
labour) to collaborate to improve the region’s global competitiveness and accelerate
economic growth, job creation, black economic empowerment, and poverty
reduction.
The Nelson Mandela Bay’s five year plan therefore provides a framework for united
partnership action, which will help build on the critical strengths, and resources of the
Municipality as well as those of strategic and external partners such as the provincial
and national government, municipal entities\agencies, state owned enterprises,
business chambers, institutions of higher learning etc.). The speed in which global
economic trends are evolving and impacting on the opportunities and threats facing
the Nelson Mandela Bay is increasing. The Nelson Mandela Bay Municipality
together with its stakeholders need to constantly monitor these trends and adjust the
plans on a continuous basis to ensure the threats are minimized and the
opportunities maximized.
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To make a meaningful impact on achieving the economic objectives, as a promoter
and facilitator of economic development, the Nelson Mandela Bay Municipality will
facilitate the establishment of a wide range of, and strengthen existing, partnership
initiatives to leverage resources and expertise beyond the municipal budget to
address the economic development challenges of accelerated and shared economic
growth and job creation in the Nelson Mandela Bay region. The NMBM’s economic
development agencies and Development Partners will be vehicles for creating more
detailed implementation plans for the action plan. There is a varied number of
agencies in the NMB region that work towards the economic emancipation of the
region. It is important that the NMBM does not duplicate these roles, but rather acts
as a lead propagator of development in the region. The provision of the necessary
and appropriate strategies, relevant infrastructure and identification of regional
priorities in order to address community development challenges and take
advantage of potential opportunities should be at the centre of the NMBM’s actions
and planning.
5.6.2 Commentary and Background
In order to grow the economy, enhance global competitiveness, reduce
unemployment and poverty, there are three key strategic areas of intervention, which
the Nelson Mandela Bay Municipality prioritizes:
5.6.2.1 Enabling Business Environment
NMBM recognises that together with business and the community must think and act
smarter in order to compete to attract people and investments. The NMBM is
committed to work collaboratively with businesses and to influencing the
fundamentals such as business and investor confidence and diversity of industry.
Key programmes that NMBM will be rolling out include but not limited to the
following:
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- Provision of Economic\Production Infrastructure (water, electricity and ICT)
- Enterprise Development and Support: foster innovation and
entrepreneurial activity.
- Skills Development and Support: ensure industry skills availability and
alignment
- Competitive Business Support: reduce regulation and red tape; and
support new business, export and productivity.
The strategic intent is to provide enterprise development support and foster
innovation to grow successful companies, to build and retain a thriving economic
base to attract skills, talent and investment, to drive business productivity through
effective delivery of economic infrastructure, and to create a sustainable workforce
with skills to meet business and industry requirements.
5.6.2.2 Business Retention and Expansions
The NMBM will continue to support and promote its traditional industries of
manufacturing (especially the auto sector) tourism, pharmaceutical, retail and
construction, while making a determined effort to move towards more knowledge-
intensive, high-value and internationally competitive economic activities. Key to
further growth and retention of traditional sectors is the restructuring and
improvement of their competitiveness strategy. It is therefore of critical importance
that NMBM develops growth strategies for existing labour intensive sectors such as
tourism, construction/ property development, business process outsourcing and off-
shoring etc.
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5.6.2.3 Growth Opportunities\New Growth Path
Key strategic opportunities such as Operation Phakisa offer NMB a unique global
advantage to focus on economic opportunities across the Blue\Ocean Economy.
Government will be implementing Ocean economy projects that are expected to
contribute more than R20 billion to the Gross Domestic Product (GDP) by 2019.
According to the National Government, the oceans have the potential to
contribute up to R177 billion to the GDP and create just over one million jobs by
2033. These projects form part of the government's National Development Plan,
its economic blueprint that aims to promote economic growth and job creation.
Unlocking the ocean economy, part of Operation Phakisa, which aims to fast
track transformation has four priority areas, which include marine transport and
manufacturing, offshore oil and gas exploration, aquaculture as well as marine
protection services and ocean governance. NMB is well positioned to be a leader
in this sector due to its comparative and competitive advantages. Nelson
Mandela Bay is the coastal city stretching 92km from the Sunday’s River to Van
Stadens. magnificent golden beaches. The region is home to the two major ports
of Port Elizabeth and Port of Ngqurha, both well established commercial ports. As
both entry and exit points, the two ports are critical for the future of the region,
province and country. A thriving maritime sector will shift Nelson Mandela Bay
into an era of prosperity.
A lot of work has been done and plans to accelerate the development of the
Ocean Economy are in place. Some of the key opportunities that NMBM and its
partners is currently exploring and implementing include the ship-building and
repair facility, aquaculture development (land-based and sea-based), Maritime
Institute for Skills development and support, Waterfront Development etc.
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Tourism is one key growth sector that the NMBM has targeted with various
projects for implementation in the pipeline. Some of these projects include the
Waterfront and Baakens River Valley Development, Development of a world
class International Convention Centre, building of a Freedom Statue, Bayworld
Redevelopment etc. These projects will unlock the tourism potential of Nelson
Mandela Bay and thus contribute significantly to job creation and the economic
growth of the region.
Agro-processing is also one of the key growth sectors that NMBM will have a
specific focus on. The region is currently the centre for processing and export of
agricultural products in the Eastern Cape. Some of the key initiatives include the
Mohair processing and export, export of other agricultural products such as citrus
fruit.A strong focus is placed on Trade and Investment Facilitation through
strengthening domestic and international partnerships; increasing of the region’s
export base; and attracting inward investment.
At the centre for further economic development is a strong focus on Township
Economy. NMBM has placed a strong focus on the development of businesses in
townships, improvement of infrastructure and links between business hubs and
thus create a “Township Economy”. NMBM aims to implement projects and
strategies to strengthen the city's township economy, protect the township
environment and improve services and facilities for residents, businesses and
visitors.
This city’s five year IDP plan reflects a commitment to driving economic
transformational change, making the most of current and emerging opportunities
and ensuring that the city remains a world class and global competitive city, a
great place to live and work, and most importantly, one of the best coastal cities
in South Africa and in Africa.
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5.6.2.4 Brief Background and challenges
The region is faced with massive future investment needs with high resource
shortfalls.
Economically underperforming against other Metros; the economy is below national
average growth (3% vs 3,5%). Declining competitiveness; the cost of utilities such as
water and electricity has risen up and this has a negative impact on the
competitiveness of the region as an investment destination. Declining confidence;
due to some governance related issues there is a declining confidence into the
region particularly by business and investors.
The NMB’s infrastructure is ageing and there is inadequate investment in the
maintenance and upgrading of infrastructure; this puts more pressure on economic
infrastructural demands and poses a negative impact on investment attraction and
business retention.
High unemployment and dependency ratios (Unemployment rate 36,3% vs 28,8%
national average). Due to the economic downturn, the region has experienced slow
growth
5.6.3 Directorate overview
EDTA aims at accelerating economic growth, job crea tion, and empowerment.
Enabling Business Environment
Key programmes that NMBM will be rolling out include but are not limited to the
following:
• Skills Development and Support: ensure industry skills availability and
alignment
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• Enterprise Development and Support: foster innovation and entrepreneurial
activity.
• Facilitation of Economic Infrastructure (water, land, electricity and ICT.)
• Competitive Business Support: supporting regulation, reducing red tape; and
support new business, export and productivity.
New Growth Path
Trade and Investment
A strong focus is placed on Trade and Investment Facilitation through strengthening
domestic and international partnerships; increasing of the region’s export base; and
attracting inward investment
Strategic Projects
Strategic Projects: Waterfront Development/ Baakens River Precinct, Njoli Square
Redevelopment, Bayworld, ICC, Freedom Statue, North End Lake and Staduim
Precinct, Telkom Park Precinct / Happy Valley, Nelson Mandela Bay Logistics Park.
Mandela Bay Development Agency (MBDA), Uitenhage Despatch Development
Initiative (UDDI) and Nelson Mandela Bay Tourism (NMBT) are responsible for the
implemententation of Strategic Projects.
Township Economy
NMBM has placed a strong focus on the development of businesses in townships,
improvement of infrastructure and links between business hubs and thus create a
“Township Economy”. NMBM aims to implement projects and strategies to
strengthen the city's township economy, protect the township environment and
improve services and facilities for residents, businesses and visitors. In order to grow
the economy, enhance global competitiveness, reduce unemployment and poverty,
there are four key strategic areas of intervention, which the Nelson Mandela Bay
Municipality prioritizes:
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Business Retention and Expansions
The NMBM will continue to support and promote its traditional industries of
manufacturing (especially the auto sector) tourism, pharmaceutical, retail and
construction, while making a determined effort to move towards more knowledge-
intensive, high-value and internationally competitive economic activities.
Development of Key Growth Sectors
Ocean Economy
Key strategic opportunities such as Operation Phakisa offer NMB a unique global
advantage to focus on economic opportunities across the Blue\Ocean Economy.
Some of the key opportunities that NMBM and its partners is currently exploring is
the ship-building and repair facility, aquaculture development (land-based and sea-
based), Fishing Industry Development, Maritime Institute for Skills development and
support etc.Operation Phakisa has four priority areas, which include marine transport
and manufacturing, offshore oil and gas exploration, aquaculture as well as marine
protection services and ocean governance.
Agro-processing
Some of the key initiatives include the Mohair processing and export, export of other
agricultural products such as citrus fruit. The region is currently the centre for
processing and export of agricultural products in the Eastern Cape. Agro-processing
is also one of the key growth sectors that NMBM will have a specific focus on.
Tourism
The projects will unlock the tourism potential of Nelson Mandela Bay and thus
contribute significantly to job creation and the economic growth of the region.
Some of these projects include the Waterfront and Baakens River Valley
Development, Development of a world class International Convention Centre,
building of a Freedom Statue, Bayworld Redevelopment etc.
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5.6.4 Brief SWOT analysis
Strengths
• Industrial Development Strategy,
• Good working relationship with External Stakeholders (Business,
Institutions of higher learning, SOE's.
• Well run and managed entities,
• Two Ports and an international airport,
• Established IDZ and Logistics Park.
Weaknesses
• Inadequate Financial Resources,
• Lack of specialised Skills,
• Lack of Economic Development / Trade and Investment Forum.
Opportunities
• Location and natural endowments offer opportunity to diversify the
Economy (ocean economy, tourism, renewable energy)
• International relations (Twinning agreements, BRICS, AGOA)
• Naming of the city after Nelson Mandela
Threats
• Slow Global and National Economic recovery from recession,
• Regulatory environment,
• Unreliability of electricity and water,
• High Electricity Tariffs, and
• Economy is Automotive Sector Dependant (Could lead to Job Losses).
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5.6.5 Projects / Outputs
Agri-Park Development
Why this project
• To provide infrastructure for the processing of agricultural products in the
region and link to the markets.
How long it will take
• The project will take five years to implement.
Who will benefit
• Emerging farmers, livestock keepers, unskilled labour force, university
students, business and NMBM citizens.
Commentary on Budget
• Operating Levies: R1.5m towards the feasibility and Business Plan
Development
KPIs (Performance Measures)
• Completed feasibility study and business plan
How it will be done
FY 2016/17
Action Plan
Towards the Feasibility and Business Process Development
Capex
Operating Levies: R1.5m
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FY 2017/18
Action Plan
Completion and approval of the layout and architectural Plans
Capex
To be confirmed
FY2018/19
Action Plan
Subject to Feasibility Study and Business Plan outcome, commencement of the site
development
and construction
Capex
To be confirmed
FY2019/20
Action Plan
Construction and completion of Agri-Park
Capex
To be confirmed
FY2020/21
Action Plan
Agri-Park operational
Capex
To be confirmed
Through a systematic process commencing with approved plans, infrastructure
development/ construction phase, multiproduction of vegetable and slautering of
livestock , poultry and piggery as well as vegetable processing into various forms.
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Emerging farmers support: animal and crop productio n
Why this project
• To provide support to emerging farmers in order to alleviate poverty levels
and facilitate space for job creation.
How long it will take
• Five year programme to be implemented annually
Who will benefit
• Emerging farmers and unemployed individuals
Commentary on Budget
• R2 Milion
KPIs (Performance Measures)
• 20 emerging farmers (animal production) and 15 emerging farmers (food
gardens) supported with agricultural infrastructure.
How it will be done
FY 2016/17
Action Plan
Through bulk purchasing of agricultural equipment and material, surface
infrastructure and buying of production inputs for business to operate.
Capex
FY 2017/18
Action Plan
Capex
184
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Enterprise Development Training Programme
Why this project
• Capacity Building for SMME's in order for them to develop and grow
How long it will take
• Five year programme implementable on an annual basis
Who will benefit
• Emerging Enterpreneurs and SMME's
Commentary on Budget
• Operating Levies Budget: R1.5m
KPIs (Performance Measures)
• 500 SMME trained
How it will be done
FY 2016/17
Action Plan
185
Business Skills Training
Capex
Operating Levies Budget: R1.5m
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Business Incubation Programme
Why this project
• To provide business infrastructure and support to SMME's
How long it will take
• Incubation cycle is for 3 years
Who will benefit
• SMME's (ICT and Construction)
Commentary on Budget
• Operating Levies Budget: R3m
186
KPIs (Performance Measures)
• 100 SMME Incubated
How it will be done
FY 2016/17
MOA signed with SEDA and thereafter recruitment, selection and incubation of
SMME's
Capex
Operating Levies Budget: R3m
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
187
Enterprise Development Support Centre
Why this project
• To provide a one-stop-shop services such as financial and non-financial
support to SMME's
How long it will take
• Five year programme implemented annually
Who will benefit
• SMME's
Commentary on Budget
• Operating Levies Budget: R3,5 m
KPIs (Performance Measures)
• Functional Enterprise Development Centre
How it will be done
FY 2016/17
Action Plan
MOA signed with Business Place Network (3 year contract )
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
188
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
SMME Hive
Why this project
• Provide trading facilities as well as co-working space to nurture and
support small businesses
How long it will take
• Five year programme implemented annually
Who will benefit
• SMME's
Commentary on Budget
• Operating Levies Budget: R5m
KPIs (Performance Measures)
• SMME Hive assessment report and business plan development and
commenced renovations.
How it will be done
FY 2016/17
Action Plan
Preparation of assessment report; Development of business plan; Commence with
renovations
Capex
189
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
NMBM Supply Centre
Why this project
• To provide a centre for the supply of construction material by SMME's.
The pilot project will be on brick manufacturing.
How long it will take
• Five year programme implemented annually
Who will benefit
• SMME's and Cooperatives in Brick manufacturing
Commentary on Budget
• Operating Levies Budget: R15M
190
KPIs (Performance Measures)
• 15 x Brick Manufacturing entrepreneurs trained and mentored into
producing SABS approved bricks
How it will be done
FY 2016/17
Action Plan
Assessment of existing Brickmanufacturers · Training them into production of SABS
approved products
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21Action Plan
Capex
191
Informal Trading Traders Facilities
Why this project
• To provide business facilities for Informal Traders
How long it will take
• Five year programme implemented annually
Who will benefit
• Informal Traders
Commentary on Budget
Operating Levies Budget: R1m
KPIs (Performance Measures)
• 20 x Trading facilities provided
How it will be done
FY 2016/17
Action Plan
Develop Plans
Construction of the facility
Capex
FY 2017/18
Capex
FY2018/19
Action Plan
Capex
192
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Review of Policy for Informal traders
Why this project
• Updated Informal Trading Policy in order to regulate informal trading in the
NMB
How long it will take
• 12 months
Who will benefit
• Informal Traders
Commentary on Budget
• Operating Levies Budget: R1m
KPIs (Performance Measures)
• Revised Informal Trader Policy
How it will be done
FY 2016/17
Action Plan
Stakeholder engagement
Development of the policy
Capex
193
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Cooperative Development Centre
Why this project
• To develop and support Cooperatives in order to create jobs and alleviate
poverty
How long it will take
• Annually
Who will benefit
• Cooperatives
Commentary on Budget
• Operating Levies Budget: R1.5M
194
KPIs (Performance Measures)
• 100 Cooperatives assisted with financial and non-financial support
How it will be done
FY 2016/17
Action Plan
Business Assessment
Sign Agreement with beneficiaries
Mentoring and support
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Auto SMME
Why this project
• To develop and support of Auto SMME in the NMB
195
How long it will take
• Five years implemented annually
Who will benefit
• Auto SMME’s
Commentary on Budget
• Operating Levies Budget: R500k
KPIs (Performance Measures)
• 10 Auto SMME assisted
How it will be done
FY 2016/17
Action Plan
Business Assessment
Sign Agreement with beneficiaries
Mentoring and support
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
196
FY2020/21
Action Plan
Capex
International Convention Centre
Why this project
• Attract national and international tourists and as a result jobs will be
created, direct and down-stream suppliers will benefit and the hospitality
industry
How long it will take
• Have project up and running by 2021
Who will benefit
• Tourism and hospitality industry will benefit. Jobs will be created for the
citizens of the Metro.
Commentary on Budget
• Operating Levies Budget: R750 000.00
KPIs (Performance Measures)
• Developed Business Plan
How it will be done
FY 2016/17
Action Plan
Develop Business Plan. Source capital and operating funding. Implement
(construct) the project and to operationalise by 2021.
Capex
197
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Statue of Freedom Project
Why this project
• To develop a statue that will be an icon for the NMB and attract national
and international tourists.
How long it will take
• Have project up and running by 2021
Who will benefit
• Citizens of NMB and the hospitality industry
Commentary on Budget
• Operating Levies Budget: R750 000.00
198
KPIs (Performance Measures)
• To have an agreement on the development of the statue and commence
with the update of the business plan
How it will be done
FY 2016/17
Action Plan
Agreement on the development; Update the Business Plan for the Statue of
Freedom Project. Source capital and operating funding. Implement (construct) the
project and to operationalise by 2021.
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
199
Nelson Mandela Bay Logistics Park Phase 2
Why this project
To expand the Nelson Mandela Bay Logistics Park.
How long it will take
• Have project up and running by 2019
Who will benefit
• National and international investors and manufacturers and the citizens of
NMB
Commentary on Budget
• Operating Levies Budget: R1m
• Capex: R170m
KPIs (Performance Measures)
• To have funding applications completed and additional capital funding
sourced
How it will be done
FY 2016/17
Action Plan
Prepare funding applications for Nelson Mandela Bay Logistics Park Phase 2.
Source additional capital funding.
Capex
FY 2017/18
Action Plan
Capex
200
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Apple Express
Why this project
• To have the project up and running between Humerial Station and Baywest as
an tourist attraction.
How long it will take
• Have project up and running by 2019
Who will benefit
• Citizens of NMB as well as tourism industry
Commentary on Budget
• Operational Levies Budget R1m
KPIs (Performance Measures)
• To have the Apple Express running
How it will be done
FY 2016/17
201
Action Plan
Prepare a convincing business case for the Apple Express. Stakeholder
engagement. Source capital and operating funding. The Apple Express
operationalise.
capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Waterfront Development / Baakens River Precinct
Why this project
• To develop a precinct for sport, tourism real estate and leisure
How long it will take
• Have project up and running by 2021
Who will benefit
• Citizens of NMB and tourism industry
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Commentary on Budget
• Project driven by MBDA
KPIs (Performance Measures)
• Project driven by MBDA and will form part of it's KPI's
How it will be done
FY 2016/17
Action Plan
Monitor implementation of the project by MBDA
Capex
Y 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
Y2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
203
Bayworld
Why this project
• Redevelop Bayworld as a world class tourist attraction
How long it will take
• Developed by 2021
Who will benefit
• Citizens of NMB and tourism industry
Commentary on Budget
• MBDA will undertake this project
• Budget for under MBDA
KPIs (Performance Measures)
• Business plan developed, concepts and designs approved
How it will be done
FY 2016/17
Action Plan
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
204
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
North End Lake and Stadium Precinct
Why this project
• To develop a precinct for sport, tourism real estate and leisure
How long it will take
• By 2021 complete
Who will benefit
• Citizens of NMB, tourism and sport Fraternity
Commentary on Budget
• Project driven by MBDA
KPIs (Performance Measures)
• Operator for the Staduim / developer appointed
How it will be done
FY 2016/17
Action Plan
Monitor implementation of the project by MBDA
Capex
205
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Telkom Park
Why this project
• To develop a precinct for tourism real estate and leisure
How long it will take
• By 2021 complete
Who will benefit
• Citizens of NMB, tourism and sport Fraternity
Commentary on Budget
• Project driven by MBDA
KPIs (Performance Measures)
• Monitor implementation of the project by MBDA
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How it will be done
FY 2016/17
Action Plan
Appoint a developer
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Njoli Square Development
Why this project
• To develop and boost the Township economy
How long it will take
• Project completed by 2019
207
Who will benefit
• New Brighton, Zwide, Kwazakhele and surround suburbs will benefit and jobs
will be created.
Commentary on Budget
• This budget is with IandE Directorate
KPIs (Performance Measures)
• The project is driven by IandE Directorate and the KPI will be covered by
them. EDTA provide support and monitoring.
How it will be done
FY 2016/17
Action Plan
Tendering process to appoint a contractor. Prepare Request for Proposals (RFP) for
the Njoli Square Development to attract private sector investment. Sign agreements
with private investors. Implementation proceeds. .
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
208
FY2020/21
Action Plan
Capex
Investment promotion
Why this project
• The objective of this project is to attract and retain investments in NMB
How long it will take
• Annually
Who will benefit
• Economic growth and employment creation for the citizens of the NMBM
Commentary on Budget
• Budget is R12,850m
KPIs (Performance Measures)
• Minimum of R500m value of investment attracted
How it will be done
FY 2016/17
Action Plan
Investment Incentive Programme
Investment strategy Review
International and local trade and investment missions
Marketing material (brochures, flyers, adverts, DVD's)
Capex
209
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Export Development Programme
Why this project
• To grow the number of exporters in the NMB
How long it will take
• Annually
Who will benefit
• SMMEs involved in exporting
Commentary on Budget
• Budget is R1,5m
KPIs (Performance Measures)
• 35 SMME's trained in export business
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How it will be done
FY 2016/17
Action Plan
Export Development programme (Training, registration, workshops, business to
business matching) International and local Trade Mission participation. Managing the
Export Help-Desk
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
NMB Ocean Economy Strategy
Why this project
• Build a thriving ocean economy
How long it will take
• Tri-Annually
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Who will benefit
• Investors involved in the Maritime sector. Tourism Industry Employment
creation for the citizens of the NMB
Commentary on Budget
Budget: R5m
KPIs (Performance Measures)
• Developed Ocean Economy Strategy and Implemention Plan for NMB
How it will be done
FY 2016/17
Action Plan
Development of the strategy and Implementation Plan. Feasibility Study for the boat
building industry in the bay. Value chain analysis of the Maritime industry Feasibility
Studies for Aquaculture Maritime Summit.
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
212
Industry Development support
Why this project
• To support industries in the NMB
How long it will take
• Annually
Who will benefit
• Priority sectors in the NMB industrial Strategy
Commentary on Budget
• Budget: R5m
KPIs (Performance Measures)
• Established and developed industry clusters (Maritime, ICT and BPO).
How it will be done
FY 2016/17
Action Plan
Review of the NMB Industrial Strategy
Establishment of Industry clusters (Maritime, ICT and BPO)
Hosting industry events: Manufacturing, Renewable Energy, Automotive, ICT and
BPO sectors)
Capex
FY 2017/18
Capex
FY2018/19
Action Plan
Capex
213
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Creative Industry and general Marketing
Why this project
• To provide support to the creative industry
How long it will take
• Annually
Who will benefit
• Musicians, Film makers, actors
Commentary on Budget
Budget: R2,5m
KPIs (Performance Measures)
15 Music and Film Productions supported in NMB
How it will be done
FY 2016/17
Action Plan
Promotion of Film Locations
Samro Registration, hosting of an industry event
Capex
214
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Skills Development
Why this project
• To provide skills in line with industry and Investor demands
How long it will take
• Annually
Who will benefit
• Job seekers, businesses and investors in NMB
Commentary on Budget
Budget: R2,3m
215
KPIs (Performance Measures)
• Reviewed Citywide Human Resources Dev. Strategy and Implementation
Plan
How it will be done
FY 2016/17
Action Plan
Renewed 3 year agreement on Labour Management System and skills development
signed with CDC
Establishment of Citywide HRD Forum
Install Labour management system in City Libraries
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
216
Economic intelligence
Why this project
• To provide an up to date economic information for planning and strategy
development
How long it will take
• Annually
Who will benefit
• NMB and industry
Commentary on Budget
• Budget: R3m
KPIs (Performance Measures)
• Updated economic outlook; economic development symposium
How it will be done
FY 2016/17
Action Plan
Subscribe to data sources, data analysis and interpretation; facilitate the
establishment of an economic forum and hosting and economic development
symposium
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
217
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Enterprise Development Training Programme
Why this project
• To capacitate SMME's in the tourism industry
How long it will take
• Annually
Who will benefit
• SMME's in the tourism industry
Commentary on Budget
• Operating Levies Budget: R0,3m
KPIs (Performance Measures)
• 20 SMME’s trained
How it will be done
FY 2016/17
Action Plan
Facilitate and co-ordinate training and workshops within the tourism sector
Capex
FY 2017/18
Action Plan
Capex
218
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
SMME Marketing Support Programme
Why this project
• To provide market access and support to emerging tourism entrepreneurs
How long it will take
• Annually
Who will benefit
• Tourism SMME’s
Commentary on Budget
• Operating Levies Budget: R0,350m
KPIs (Performance Measures)
• Tourism SMME’s
How it will be done
FY 2016/17
Action Plan
219
Assesment, selection and support SMME's for participate in tourism trade shows
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Tourism Product Grading and quality assurance
Why this project
• To enhance tourism accommodation product quality
• to improve quality and consumer confidence
How long it will take
• year programme implemented annually
Who will benefit
• Tourism product owners and SMME's, tourists
Commentary on Budget
• Operating Levies Budget: R200 000
220
KPIs (Performance Measures)
• SMME tourism products graded
How it will be done
FY 2016/17
Action Plan
Facilitate grading workshops
Identifying accommodation establishments that needs their facilities to be graded
Facilitate the grading application
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Township Tourism Product development
Why this project
• To enhance township tourism experience.
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How long it will take
• Annually
Who will benefit
• Tourism SMME’s
Commentary on Budget
• Operating Levies Budget: R500 000
KPIs (Performance Measures)
• Develop a Tourism Township Product
How it will be done
FY 2016/17
Action Plan
Tourism Open Day, tourism month, tourism awards for tourism entrepreneurs
Capex
FY2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
222
Tourism Master Plan
Why this project
• To provide an updated plan for tourism development in NMB
How long it will take
• Tri-annual
Who will benefit
• Tourism, hospitality industry
Commentary on Budget
• Operating Levies Budget: R1,5m
KPIs (Performance Measures)
• Reviewed Tourism Master Plan
How it will be done
FY 2016/17
Action Plan
Compile Terms of Reference
Development
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
223
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
224
5.7 PUBLIC HEALTH
5.7.1 Guiding Principles
Public Health is committed, through a process of community involvement, to
rendering competitive Health and Environmental services through developmental
programs to improve the quality of life of people within the NMB by creating and
maintaining a healthy and attractive environment. Of extreme importance to the
implementation of this mission are the legislative prescripts that provide the strategic
placement and functioning of Public Health to deliver efficient services to the people
of this Municipality. The over encompassing legislative frameworks are captured
within what is called the Integrated Environmental Planning (IEMP) section of the
IDP. Fundamental to the legislative prescripts is the formulation of various IDP
Sector Plans that facilitate implementation of the NDP, IDP and IEMP, thereby
improving service delivery.
5.7.2 Commentary and Background
5.7.2.1 Waste Management
A municipality must exercise its executive authority to render waste management
services, including waste collection, waste storage and waste disposal in a manner
that does not conflict with legislation. In it’s endeviour to comply, the municipality will
render a weekly refuse collection service to all the residents within the urban edge
and maintained. Illegal dumping will be eliminated within two years by the
implementation of the strategy to eliminate illegal dumping.
Waste Minimization
• Develop a waste minimization strategy
• Facilitate recycling at all Transfer Stations and Drop-off Centres.
• Implement Waste Diversion and Benefication Project.
Waste Collection
• Increasing the frequency of refuse collection in low to medium income areas
to once a week.
• Investigate the most appropriate and cost-effective utilization of Municipal
fleet in waste management.
225
Waste Transfer and Disposal
• Increasing the number of Transfer Stations/Drop-off Centres in line with
Waste Management Strategy.
• Ensure compliance with all permit conditions and applicable legislation at
Landfill Sites.
Illegal Dumping
• Ensure implementation of the Illegal Dumping Strategy.
Public Awareness and Communication
• Develop Public Awareness Strategy and Plan.
• Review Public Awareness and Education Programme.
• Review Complaints Management System.
5.7.2.2 Parks and Cemeteries
Public Open Spaces management
• Ensure well maintained and secure Public Open Spaces that are beneficial for
the health and safety of neighbouring communities.
• Ensure the enhancement of beautifying the City and upgrading of major
parks.
Cemetery Management
• Ensure provision of well-maintained and secure cemeteries that adhere to
prescribed standardised workflow for burials.
• Ensure ongoing computerization of cemetery records including auditing of
paper-based burial records.
Playground management
• Ensure provision of well maintained and safe playground equipment for the
benefit of surrounding communities.
226
Grass Cutting
• Grass cutting to be done on a bi-monthly basis Metro-wide.
5.7.2.3 Environmental Health
Water Monitoring
• Monitoring water quality and availability including mapping water sources and
enforcing laws and regulations relating to water quality management.
Food Control
• Ensuring food safety in respect of acceptable microbiological and chemical
standards, quality of all food for human consumption and optimal hygiene
control.
• Monitoring informal food trading.
• Promoting the safe handling of milk and milk products.
Health Surveillance of Premises
• Assessing overcrowded, dirty, unsatisfactory health conditions on any
residential, commercial, industrial or other occupied premises.
Vector Control Monitoring
• Ensuring the identification of vectors, their habitants and breeding places.
• Ensuring the residential premises and precincts.
Environmental Pollution Control
• Ensuring hygienic working, living and recreational environments.
• Identifying environmental health hazards and conducting risk assessments
and mapping thereof.
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5.7.2.4 Environmental Management
• Promoting biodiversity through the planning, development and implementation
of the Nelson Mandela Bay Bioregional Plan and Ecotourism Strategy.
• Ensure administration and management of Nature Reserves and other natural
areas.
• Ensure vegetation control service on municipal undeveloped open spaces or
property.
• Develop and implement a Coastal Management Programme.
• Facilitate submission and receipt of land use and environmental authorisation
applications for the NMBM.
• Co-ordinate the mainstreaming of climate change strategies within sector
plans of the Municipality.
5.7.2.5 Occupational Health, Safety and Employee We llness
• Ensure Ongoing Medical Surveillance of employees exposed to workplace
risks.
• Ensure implementation of Occupational Health and Safety Management
System and standards for hazard identification, risk assessment and control.
• Ensure specialized intervention programmes for the well being of municipal
employees.
5.7.2.6 HIV/AIDS and TB Mainstreaming
• Develop HIV/AIDS and TB Mainstreaming and Multi-Sectoral Response
Plans.
• Co-ordinate mainstreaming HIV/AIDS and TB across all Directorates and
enable them to formulate HIV/AIDS and TB Mainstreaming Action Plans as
part of overall Mainstreaming Strategy.
• Co-ordinate Multi-Sectoral Response Action Plans from different sectors.
• Ensure active participation of different sectors from the Metro AIDS Council.
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5.7.3 Overview
The purpose of the Public Health Directorate is to improve the health and quality of
life of people and the environment through strategic key interventions such as
prevention and treatment of pollution elements and diseases, ongoing medical
surveillance and natural environment protection.
5.7.3.1 Legislative Framework and Strategies
5.7.3.1.1 Integrated Environmental Management Plann ing - Sector Plan
Integrated Environmental Management Planning (IEMP) is a philosophy that is
concerned with finding the right balance (sometimes called the 'golden mean')
between the needs of the people (development) and the environment. As a strategic
mechanism to create this balance a plethora of legislative tools have been enacted
in South Africa to ensure the concept of sustainable development persists for
generations to come. These legislative prescripts are detailed hereunder.
For IEMP to gain traction within the NMBM, Council in 2012 adopted the Integrated
Environmental Policy (IEP) which outlines the Vision, Priorities and Commitments of
the Municipality with regard to the management of the environment of the area within
its jurisdiction and is applicable to all Directorates. Significantly, the IEP as a
strategic tool highlighted the strategic interventions necessary to minimize the
impacts of climate change within the Municipality in order to advance and pursue the
objectives of service delivery.
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The Constitution compels the Municipality to take reasonable steps to prevent
pollution and ecological degradation, promote conservation and secure the
ecologically sustainable development and use of natural resources. The Municipal
Systems Act (Act 32 of 2002) and the National Environmental Management Act
(NEMA) (Act 107 of 1998), as well as other Specific Environmental Management
Acts such as the Integrated Coastal Management Act (Act 24 of 2008) also place
environmental responsibilities on the Municipality.
5.7.3.1.2 National Development Plan (NDP 2030 Visio n)
The intention of this plan is to improve service delivery for citizens of South Africa,
whilst integrating national, provincial and local policies and programmes into a
single, target- orientated and long term based plan. In this plan, a collective
approach of improving the lives of the citizens is applied, and communities
themselves have a role to play in this regard.
5.7.3.1.3 Alignment of Public Health Directorate wi th National Development
Plan
For the National Development Plan (2030) to be relevant and effective, National
Government has formulated a refined outcomes-based model (12 Outcomes) for
implementation of this massive National Plan. Each Ministry is therefore responsible
for implementation of the relevant goals and objectives of the National Development
Plan through a structured outcome-based approach in order for the Provinces and
Local Government to input and improve the delivery of the NDP.
Public Health is therefore attending and inputting to the NDP through:
• Outcome 2 - For the Health sector, the priority is improving the health status of
the entire population and to contribute to Government’s vision of “A Long and
Healthy Life for All South Africans”.
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• Outcome 10 - For the Environmental sector, the priority is the protection of
natural resources of the country and contributes to the Government’s vision of a
South Africa where environmental assets and natural resources are valued,
protected and continually enhanced.
5.7.3.2 Directorate Overview
Public Health prides itself for being mandated to create and monitor the quality of life
for the people within the NMBM’s area of jurisdiction by establishing functional
recreational and green spaces, ensuring the City is clean, caring through monitoring
the well-being of people in order to improve their quality of life, caring for the natural
environment and caring for a long healthy life. The various directorates and their key
areas of service are listed below;
5.7.3.2.1 Waste Management
• To provide a quality sustainable waste management service to the residents
of the NMBM to ensure a clean and healthy environment.
5.7.3.2.2 Environmental Management
• To protect, maintain and ensure the sustainable utilization of the NMBM’s
globally important biodiversity and environmental assets in a legislatively
responsible and compliant manner.
5.7.3.2.3 Environmental Health
• To focus on a quality disease-free environment by assessing, correcting,
controlling and preventing environmental factors that can adversely affect the
health of present and future generations.
5.7.3.2.4 Parks and Cemeteries
• To create and maintain landscape areas, undeveloped municipal land within
the urban footprint and cemeteries in a sustainable, authentic, eco-friendly
and safe environment.
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5.7.3.2.5 Occupational Health, Safety and Wellness
• To provide an occupational healthy, safe work environment and employee
wellness.
5.7.3.2.6 HIV/AIDS and TB Multi-Sectoral Response
• To develop the NMBM 5 Year HIV/Aids TB Integrated Plan through
consultation with Metro Aids Council stakeholders.
5.7.3.3 Clean City
The National Environmental Management: Waste Act (2008) requires that
Municipalities should develop Integrated Waste Management Plans (IWMP). The
City is currently formulating the second generation of the Integrated Waste
Management Plan and is expected to be completed before the end of the 2016/17
financial year. The IWMP addresses all aspects of waste management, from waste
generation to waste reduction, recycling, treatment and disposal, with a key objective
of reducing waste to landfill. As a plan, the IWMP has to focus on key challenges the
City is experiencing thereby inhibiting it to be a Clean City. The various well-defined
interventions are detailed herunder:
5.7.3.4 Illegal Dumping Strategy
In 2010 the NMBM Council approved the Illegal Dumping Strategy which was meant
to ensure the eradication of mostly aggregated builder’s rubble, replenishment of old
fleet and to ensure a gradual and phased increase in the frequency of refuse
collection. It was envisaged that the plan be implemented in three phases, namely:
• Immediate actions - i.e. Enforcement, awareness, media, By-Law fine
schedule, identification of redundant municipal land.
• Short term actions - i.e. Community and public awareness, hotspots
management, community employment projects.
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• Medium to long term actions - i.e. infrastructure requirements, change of
service delivery frequency, formation of a dedicated unit to deal with
illegal dumping, Public Private Partnerships, identification of funding.
The Municipality is currently implementing the Medium to Long-Term Actions of the
Plan.
5.7.3.5 Waste Diversion and Beneficiation Project
The primary objectives include the maximising of waste-resource recovery and the
reduction of waste to landfill along the lines of a zero-waste to landfill approach.
Where energy recovery is possible, a crucial objective is the development of
renewable energy by employing waste-to-energy technologies, meeting targets on
diversification of the energy mix and reducing carbon emissions.These objectives
and commitments are aligned to current national and international drives to
maximise the green economy potential for a large Metropolitan City which would be
aligned to the development of opportunities towards a resource efficient, low carbon
and pro-employment growth path.
The feasibility study for the project was completed in 2015, establishing all elements
of ‘bankability’ as the first Public-Private Partnership Project in the City. The project
is expected to be fully implemented during the 2017/18 financial year.
5.7.3.6 Landfill Gas Extraction Project
The Waste Diversion and Beneficiation Project has given birth to this critical project
to ensure that methane gas which is currently contributing to greenhouse gasses in
the atmosphere is optimally utilized by generating green electricity for City and slowly
freeing up the use of fossil-based fuel for energy generation. The project is expected
to be fully implemented during the 2017/18 financial year.
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5.7.3.7 Implementation of Co-Operatives Program
In a bid to create community-broad based employment, Public Health assisted the
Municipality with the implementation of a series of Waste Co-Operatives in the
Metro. By the nature that Co-Operatives are structured, a number of families are
provided job opportunities which, when stimulated to effective performance
management, translate to improved service delivery on the ground.
Currently, Public Health is in the process of acquiring the services of a Management
Contractor/s that will manage the Co-Operatives over 43 wards of the Municipality.
This should be operational during the 2016/17 financial year.
5.7.3.8 Domestic and Trade Waste Collection
• Provision of weekly kerbside collection service to ± 163328 formal households
on the black bag system.
• Weekly kerbside collection service to ± 44683 households on the wheely-bin
system, with a further ± 94399 household on a two-weekly system. To be
converted to weekly system by ± December 2016.
• Weekly collection of black bags to ± 15765 households in informal areas and
areas where collection vehicles cannot get access.
• Six Community Co-Operatives are currently involved in waste collection
services to ± 24756 households. It is anticipated that this number could
increase significantly in the next 6 months.
• A yearly total of ± 2090 points are scheduled for trade collection.
• The NMBM has Waste Drop-Off Facilities throughout the City. A total 19
formal facilities and 33 informal facilities are currently serviced.
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5.7.3.9 Waste Landfill Sites Management
• Presently there are 2 regional landfill sites that are servicing the entire
Municipality and are operating within their permit conditions.
• Arlington - 359 334 tonnes during 2015
• Koedoeskloof - 275 845 tonnes during 2015
• Ibhayi (Closed - to be rehabilitated)
• KwaNobuhle (Closed - to be maintained)
• Although the external Compliance Audits indicate a fairly high percentage of
compliance, Arlington being (85, 6%) and Koedoeskloof being (77, 9%) there
are still aspects that need to be attended to in the coming years.
• Tri-annual contracts have been awarded for the removal of recyclable material
from the Koedoeskloof and Arlington sites, thus contributing to the waste
minimisation and job creation objectives. Approximately ± 200 jobs are
created.
5.7.3.10 Caring for the Natural Environment
The Nelson Mandela Bay Municipality seeks to protect, maintain and ensure the
sustainable utilisation of Nelson Mandela Bay’s globally important biodiversity and
environmental assets in a legislatively responsible and compliant manner. Instilling a
sense of caring for the environment is a recognized long journey for all NMBM
citizens conducted through a Theme - Based Approach which is aligned to both
International and National Environmental Days. Ensuring that all local communities
and schools are empowered, supported and encouraged to think globally but able to
act locally by participating and engaging in environmental programs to minimise
impacts to the environment.
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5.7.3.11 Biodiversity
The NMBM is rich in biodiversity and ecological assets, which are rapidly being
compromised due to unsustainable land-use practises, overgrazing, alien vegetation
infestation, pollution and other environmental changes. The NMBM is an area of
convergence of five (5) of South Africa’s seven (7) biomes and is regarded as a
global biodiversity hotspot with eleven (11) Municipal Nature Reserves and eight (8)
Private Nature Reserves. A biome is a geographically distinct community of plants,
animals and their interrelationships.
This biodiversity value has therefore made it imperative for the municipality to create
positive links between biodiversity management, human well-being and sustainable
development. Public Health is promoting the Municipality’s rich biodiversity through
planning, development and implementation of the Nelson Mandela Bay Metropolitan
Open Space System (NMBMOSS). The NMB MOSS Conservation Assessment and
Plan is a fundamental and key decision-making tool in the NMBM planning and land-
use management process and is a critical informant of the Municipal SDF and Local
SDF’s. Public Health also has a Bioregional Plan, a first in the country, which was
gazetted on the 7th December 2014 (Government Gazette 03362). The Bioregional
Plan, a legal document, maps out Critical Biodiversity Areas (CBA’s) and gives land
use planning guidelines which developments must take into account in the planning
process. The Bioregional Plan is currently being used by the Municipality in all
Spatial Planning and Land Use Management.
5.7.3.12 Minimizing the Impacts of Climate Change
• In the 21st century, climate change is defined as the change in climate which
is attributed directly or indirectly to human activity (the emission of
greenhouse gases sourced from fossil fuel-based activities) which has altered
the composition of the global atmosphere and which is in addition to natural
climate variability observed over comparable time periods. This is also true for
the region which the NMBM finds itself in, with the past 20 years of weather
patterns demonstrating an increase in flood events, more serious droughts
and an increase in wind speeds and direction.
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• There are two general approaches to combating anthropogenic (human-
induced) climate change:
• Climate mitigation: action taken to reduce or eliminate the source of
greenhouse gases or to enhance the absorption of greenhouse gases
(“carbon sinks”).
• Climate adaptation: ability of a system or community to adjust to climate
variability or extremes.
• In order to solve funding and capacity challenges, mutually-beneficial
partnerships with the International Council for Local Environmental Initiatives
(ICLEI) and other institutions such as the Department of Environmental Affairs
(DEA) on Green Economy Projects as well Law Enforcement and Compliance
Program) have been established. The ICLEI-led Urban Low Emission
Development Strategies (LEDS) project delivered an updated greenhouse gas
inventory for the City in 2014. The previous inventory had been done in 2011,
using 2007 data.
• Inter-departmental cooperation, such as with the Directorate of Electricity and
Energy, and the Disaster Management Sub-Directorate, has also contributed
to a better understanding of risk, vulnerability and the concept of resilience.
• An important partnership has also been with the City of Gothenburg in
Sweden, wherein the NMBM participated in a joint partnership project
between 2013 and 2015. Funded by the International Centre for Local
Democracy (ICLD), this partnership project has done research into the gaps
which exist between policies and plans and actual implementation.
• In November 2014 the NMBM commissioned the formulation of the following:
• Climate Change Scenario Planning and Modelling exercise;
• Climate Change Response and Adaptation Action Plan;
• Green Economy Action Plan; and the
• State of Energy Report for the Metro.
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All these reports were completed during the 2015/2016 financial year. The action
plans for climate change responses and the green economy (consolidated in the
NMBM Climate Change and Green Economy Action Plan) is integrative, risk-based,
and utilized a vulnerability assessment model using human-wellbeing as the core
variable. The NMBM is now aware of the likely climate risks, the probability of the
risks occurring, the most sustainable actions to lower the vulnerability of citizens to
the climate hazards, and who the responsible role players (Directorates) are.
5.7.3.13 Coastal Management
The management of this 102 kilometer Coastal Zone is undertaken under legislative
mandates. These legislative requirements necessitate that all activities comply with
relevant legislation i.e. Integrated Coastal Management Act, National Environmental
Management Act, Marine Living Resources Act, National Water Act (pollution) and
related policies; these include the Estuarine Management Directives, Coastal Access
Policy and Off Road Vehicle (ORV) Policy, management of public and private jetties,
and slipways, amongst other legislation. In 2014, Council approved the Coastal
Management Plan and it managed to address coastal developmental requirements
and highlighted constraints related to areas prone to high coastal sensitivity and
associated impacts. During 2016, the Coastal Setback Line Scheme is intended to
be gazetted so as to give effect to the protection of coastal sensitive areas, provide
adequate access to the people and guide development along the coast.
5.7.3.14 A Green City
The municipality is committed to creating and maintaining landscaped areas,
undeveloped municipal land within the urban footprint, Peri - Urban areas and
cemeteries in a sustainable, aesthetic, eco-friendly and safe environment to enhance
the marketability of the city and improve the quality of life for all. In manatining a
beautiful city, the following programmes are in place;
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• The Municipality currently maintains 1550 Play Parks and 33 Cemeteries.
Twenty (20) Cemeteries have reached capacity and thirteen (13) are still
operational.
• The Municipality which renders a parks and cemetery service concentrates on
the following key initiatives:
• Upgrading Major Parks to be strategic spatial centres of social cohesion and
diverse recreation.
• Beautification and horticultural development of City areas
• Developing and upgrading of City Cemeteries through aspiring to a spiritual
notion of beautifying and provision of adequate respect to these last resting
areas.
• In 2015 the Public Health Standing Committee approved that Parks formulate
a process plan and subsequently develop Master Plans for Beatification and
Horticultural Services, including for Cemetery Development. Public Health has
commenced with a process plan and all these plans will be completed during
2016/17 financial year. These plans will significantly set the correct backdrop
of creating a vision of being a Green City.
5.7.3.15 Caring for the well-being of the People
The NMBM is a democratically accountable steward of their local populations’
wellbeing. In so doing, Public Health Services is a key sector within the Municipality
that promotes the sustainability of Health and Environment imperatives and
contributes towards improving the quality of life and wellbeing of the people of the
Metro. Environmental Health further refines this mission of creating and improving
this quality of life through the following legislative assured interventions:
• Determining water quality and availability as a deterrent to pollution,
contamination and protection of water sources.
• Implementing environmental health promotion and hygiene awareness.
• Monitoring food safety and hygiene.
• Monitoring solid waste practices and waste water disposal.
• Conducting health surveillance at designated premises.
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• Monitoring control over communicable diseases.
• Ensuring control and monitoring of vectors and stray animals.
• Monitoring environmental pollution, including air and noise pollution.
• Monitoring and ensuring control over the disposal of the dead.
• Monitoring and ensuring adherence to all health standards during traditional
circumcision practices.
5.7.3.16 Care for Employees
• The Municipality has a legal, social and strategic responsibility to protect,
preserve and invest in employees’ health, safety and wellness. In this regard,
the Municipality provides:
• An integrated, sustainable employee health and wellness management
system; and
• A sustainable occupational health and safety management system.
• As part of the Occupational Health and Safety Management system, the
Municipality focusses on the following:
• On-going medical surveillance (statutory and executive) of employees and
serving Councillors.
• Sick absenteeism analysis and specialist intervention.
• Financial education and debt management programme.
• Support mechanisms aimed at reducing substance abuse and promoting
responsible alcohol use utilizing the NMBM Substance Abuse and Addiction
Policy.
• Development and implementation of an Occupational Health and Safety
Management System Standard (OHSAS) (18001:2007) for hazard
identification, risk assessment and control.
• Construction safety management.
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5.7.3.17 Workplace HIV and AIDS
The Municipality implements intervention strategies to respond to the challenges of
HIV and AIDS in the workplace. Each intervention is linked to the priority areas,
goals and objectives of the current National Strategic Plan (NSP 2011-16). On
30 May 2011, the NMBM Employee Wellness Centre was accredited by the Eastern
Cape Department of Health to provide Anti-Retroviral Treatment (ART) for municipal
employees in need of treatment. The programme excludes employees who are
covered by medical aids, unless they have exhausted the benefits allowed by their
medical aid society for HIV and AIDS treatment.
The Municipality has developed and financed an integrated HIV and AIDS plan as a
key strategic objective in order to achieve the indicators set in the National Strategic
Plan (2011-2016). The Municipal HIV and AIDS Plan recognize the need for strong
coordinated response to the Multi-Sectoral response to HIV/AIDS and TB. NMBM
continues to foster a partnership with public and private sectors towards the cause.
Efforts towards strengthening the coordination of the Metro HIV/AIDS TB multi-
sectoral response culminated in the NMBM convening a two day summit on
HIV/AIDS and TB in September 2014. A significant mile stone on the last day of the
summit was the signing of the pledge by key stakeholders which laid a foundation for
the following declarations:
• Revival of Intersectoral Forums/ Cluster Forum
• Establishment of an Interim AIDS Council Structure.
• Adoption of input from summit delegates for the development of the NMB
HIV/AIDS TB PLAN (2014-2016).
• Adoption of WAR ROOM Programmes/ Projects at ward level to address
Socio Economic, Developmental and Human Rights issues.
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• A Multi-sectoral approach is imperative for the institution to continue holding
AIDS Council meetings and Intersectoral Cluster Forum meetings regularly to
coordinate, monitor and evaluate the impact made by internal and external
stakeholders on HIV/AIDS reduction in the NMBM. Mainstreaming is
everybody’s business; therefore there can be no mainstreaming without public
participation, consultation and engagement of all stakeholders in the NMBM.
Such engagements empower the institution and communities. This gives them
better insight and understanding on the epidemic itself and knowledge on how
to respond to it.
• Key Strategic objectives for NMBM HIV and AIDS, STIs and TB Plan:
• Addressing the socio-economic and structural drivers leading to HIV infections
and measurably reducing the stigma and discrimination attached to the
pandemic.
• Reducing the rate of new HIV and TB infections using combination prevention
methods and a multi-sectoral approach.
• Sustaining health and wellness through ensuring physically and mentally
healthy communities.
• Protecting human rights and eradicating unlawful discrimination and
inequality.
5.7.4 SWOT Analysis
Strengths
• Residual Staff dedicated to Operational requirements.
• Availability of Public Health Plans for funding
Weaknesses
• Lack of functional integration on major planning between Public Health Sub-
Directorates/ Municipal Directorates.
• Lack of adequate funding for key programs (i.e. Elimination of illegal dumping
and pollution of rivers).
• Development of major parks and provision of playground equipment; provision
of cemeteries.
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• Old, deteriorating fleet and turnaround time on maintenance of vehicles.
• Non-existence of funding prioritization and financial model.
• Insufficient human capital allocation for critical Public Health programmes.
Opportunities
• Available legislative framework.
Threats
• Vandalism of Municipal facilities.
• Socio-economic state of majority of residents.
5.7.5 Projects / Outputs
5.7.5.1 Replacement of Refuse Compactors
Why this project
• The implementation of a weekly refuses collection service.
How long it will take
• 20 Year Project (ongoing)
Who will benefit
• All NMBM residents
Commentary on Budget
• R10m (2016/2017)
KPIs (Performance Measures)
• R10m per annum for the annual purchase of 3 refuse compactors
How it will be done
FY 2016/17
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Action Plan
• Maintaining the number of households within the urban edge receiving a weekly
refuse collection service (converted from a bi-weekly to a weekly service) as well
as the current weekly service.
• Procurement and licensing of refuse compactors. – Implementation
Capex
FY 2017/18
Action Plan
Capex
5.7.5.2 Upgrade and Development of Public Open Spac es, Major Parks and
installation of Playground Equipment
Why this project
• Public Open Spaces in Previously Disadvantaged Areas to be upgraded to
create a sustainable, authentic, eco-friendly and safe environment.
How long it will take
• 20 Years (Ongoing)
Who will benefit
• Community in previously disadvantaged areas
Commentary on Budget
• R5,250m (2016/2017)
KPIs (Performance Measures)
• Number of Public Open Spaces developed through either provision of fencing,
pathways, benches, playground equipment and tree planting.
How it will be done
FY 2016/17
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Action Plan
• Consultation with Ward Councilors.
• Procurement Processes.
• Implementation.
Capex
FY 2017/18
Action Plan
Capex
5.7.5.3 Upgrade and Fencing of Cemeteries
Why this project
• Construction of concrete berms, signage and upgrading of roads.
• Rehabilitation of infrastructure in cemeteries.
• Provision of potable water and sanitation for Cemeteries.
• Water drainage of cemeteries.
• Fencing of Cemeteries is critical to prevent encroachment, illegal dumping
and stray animals. Council could face litigation if the cemeteries are not
properly fence.
How long it will take
• 20 Years and ongoing
Who will benefit
• All Wards
Commentary on Budget
• R4,5m (2016/2017)
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KPIs (Performance Measures)
• Number of cemeteries upgraded with either fencing, construction of berms,
installation of cameras, upgrade of sewerage system.
How it will be done
FY 2016/17
Action Plan
• Consultation with Councilors.
• Procurement processes.
• Implementation.
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
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5.7.5.4 Development of Waste Disposal Facilities
Why this project
• Koedoeskloof and Arlington Waste Disposal Facilities - upgrade of existing
infrastructure to deal with increase of volumes of waste and to adhere to
legislative requirements.
How long it will take
• 20 Years and ongoing
Who will benefit
• All Wards
Commentary on Budget
• R3m (2016/2017)
KPIs (Performance Measures)
• Percentage compliance with the permit conditions of Arlington and
Koedoeskloof Waste Disposal Sites.
How it will be done
FY 2016/17
Action Plan
• Procurement Process.
• Implementation
Capex
FY 2017/18
Action Plan
Capex
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FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
5.7.5.5 Construction and Upgrade Urban Refuse Trans fer/Recycling Stations
Why this project
• Construction of Refuse Transfer Stations
How long it will take
• 20 Years and ongoing
Who will benefit
• All Wards
Commentary on Budget
• R3m (2016/2017)
KPIs (Performance Measures)
• Number of Refuse Transfer/Recycling Stations constructed.
How it will be done
• FY 2016/17
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Action Plan
• Procurement Process
• Implementation
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
5.7.5.6 Upgrade Beachfront
Why this project
• Upgrading and development of infrastructure along the beachfront for
example revetments, parking areas, walkways, security cameras, picnic
facilities and dune stabilization.
How long it will take
• 20 Years (ongoing)
Who will benefit
• Ward 3
Commentary on Budget
• R1m (2016/2017)
KPIs (Performance Measures)
• Number of projects implemented along the beachfront.
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How it will be done
• FY 2016/17
Action Plan
• Procurement Process
• Implementation
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
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5.8 INFRASTRUCTURE AND ENGINEERING: INTEGRATED PUBL IC
TRANSPORT SERVICES
5.8.1 Guiding Principles
The directorate is mandated with the provision of an affordable, safe, efficient,
accessible and sustainable public transport system to all residents of the NMBM by
2030. In so doing the following guiding policies and legislation must be adhered to:
• National Land Transport Act (NLTA, Act no. 5 of 2009)
• National Public Transport Strategy and Action Plan
• National Department of Transport Directives
• NMBM Integrated Development Plan,
• Comprehensive Integrated Transport Plan - Public Transport Plan 2006
5.8.2 Commentary
Brief Background and Challenges
The NMBM is in the process of implementing a new regulated public transport
system, with the objective of supporting the economic and social development of the
Metro. The decision to implement the new system is based on the 2006 Public
Transport Plan (PTP) prepared by the NMBM.
The development of the public transport system is based on a number of important
principles. These principles include many of the long-term objectives set out in the
National Land Transport Act (NLTA) for public transport.
Challenges
• Lack of co-ordination between the plans of the different institutions rendering
public transport services.
• Delays in the establishment of the Transit Administration Agency (TAA)
• Delays in the approval of the draft organogram to fill critical vacancies in IPTS
Project Unit.
• NMBM will not receive any financial allocation for 2016/17.
• Outdated public transport operations data.
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5.8.3 Directorate Overview
- Liaise with the relevant National and Provincial Departments, stakeholders
involved in public transport and public transport operators.
- Prepare Operations Plans, Infrastructure Plans, Business Plans and
Procurement Plans.
- Develop public transport infrastructure.
- Implement and monitor public transport operations.
- Assist PRASA in the implementation of a commuter rail link from PE CBD to
Motherwell.
- Implementation of non-motorised transport facilities within the NMBM.
5.8.4 Brief SWOT analysis
Strengths
- Transport portfolio established with main focus on IPTS.
- Qualified incumbents seconded and contracted.
- Long standing relations with the public transport operators.
- Infrastructure in place on certain routes and ownership of 25 universal
accessible buses.
Weaknesses
- No Council approved organogram for the IPTS unit.
- No permanent staff within the IPTS unit and a high level of vacancies.
- Unstable expenditure patterns.
Opportunities
- Unified taxi industry.
- Formalised bus company.
- Well defined public transport road network
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Threats
- IPTS is 100% dependant on grant funding from the National Treasury.
- No financial allocation for 2016/17 financial year.
- Infrastructure in place not adequate for operations to commence.
- No agreements with the public transport operators in place yet.
5.8.5 Outputs
5.8.5.1 N2 Stanford Rd pedestrian bridge
Why this project
• There is a need to provide a pedestrian facility over the N2 along Stanford
Road as the current pedestrian walkway is required to make space for a
dedicated bus lane.
How long it will take
• 12 months
Who will benefit
• NMBM community
Commentary on Budget
• An amount of R15 mil has been allocated to Design and Implementation sub-
directorate for the construction of the bridge.
KPIs (Performance Measures)
• Project % complete in 2016/17 financial year.
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How it will be done
FY 2016/17
Action Plan: Project will be carried out over one financial year and will take 12
months to complete.
Capex
R15 mil
FY 2017/18
Action Plan
Capex
R0
5.8.5.2 Magennis Street reconstruction and relocati on of bulk services.
Why this project
• The road has been identified as one of the public transport routes and has
deteriorated structurally and therefore needs to be upgraded.
How long it will take
• 12 months
Who will benefit
• NMBM Community and the Uitenhage residents in particular.
Commentary on Budget
• An amount of R28 mil has been allocated to Design and Implementation sub-
directorate for the reconstruction and relocation of bulk services.
KPIs (Performance Measures)
• Project % complete in 2016/17 financial year.
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How it will be done
FY 2016/17
Action Plan: Project will be carried out over one financial year and will take 12
months to complete.
Capex
R28 mil
FY 2017/18
Action Plan
Capex
R0
FY2018/19
Action Plan
Capex
R0
5.8.5.3 Upgrade roads around Njoli Square.
Why this project
• Some of the roads around the Njoli Square have been identified as public
transport routes and need to be widened to accommodate the bus lanes.
How long it will take
• 18 months
Who will benefit
• NMBM Community
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Commentary on Budget
• An amount of R32 mil has been allocated to Design and Implementation sub-
directorate for the upgrade and widening of the roads identified as public
transport routes around Njoli Square development.
KPIs (Performance Measures)
• Project % complete in 2016/17 and 2017/18 financial years.
How it will be done
FY 2016/17
Action Plan
Project will be carried out over two financial years and will take 18 months to
complete.
Capex
R27 mil
FY 2017/18
Action Plan
Project will be carried out over two financial years and will take 18 months to
complete.
Capex
R5 mil
5.8.5.4 Gail Road/Kobus Road intersection Improveme nts
Why this project
• The road has been identified as one of the public transport routes and needs
to be widened and traffic signals installed.
How long it will take
• 8 months
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Who will benefit
• NMBM Community
Commentary on Budget
• Implementation is subject to a roll-over application being approved by
National Treasury.
KPIs (Performance Measures)
• Project % complete in 2016/17 financial year.
How it will be done
FY 2016/17
Action Plan
Project will be carried out over one financial year and will take 8 months to complete.
Capex
R4.2 mil
FY 2017/18
Action Plan
Capex
R0
FY 2018/19
Action Plan
Capex
R0
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5.8.5.5 Construction of interim public transport fa cilities on the Cleary Park
to PE CBD route
Why this project
• The Cleary Park to PE CBD route has been identified as one of the routes in
the starter service and therefore needs to be ready when operations start.
Although dedicated bus lanes have been fully constructed, public transport
facilities are still outstanding.
How long it will take
• 12 months
Who will benefit
• NMBM Community
Commentary on Budget
• Implementation is subject to a roll-over application being approved by
National Treasury.
KPIs (Performance Measures)
• Project % complete in 2016/17 financial year.
How it will be done
FY 2016/17
Action Plan
Project will be carried out over one financial year and will take 12 months to
complete.
Capex
R33.7 mil
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FY 2017/18
Action Plan
Capex
R0
FY 2018/19
Action Plan
Capex
R0
5.8.5.6 Construction of 3 bus stations on the Clear y Park to PE CBD route
Why this project
• Bus stations are needed along the public transport route.
How long it will take
• 12 months
Who will benefit
• NMBM Community
Commentary on Budget
• Implementation is subject to a roll-over application being approved by
National Treasury.
KPIs (Performance Measures)
• Project % complete in 2016/17 financial year.
How it will be done
FY 2016/17
Action Plan: Project will be carried out over one financial year and will take 12
months to complete.
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Capex
R21 mil
FY 2017/18
Action Plan
Capex
R0
FY 2018/19
Action Plan
Capex
R0
5.8.5.7 Construction of public transport stops
Why this project
• Bus stops are needed along all public transport routes.
How long it will take
• 12 months
Who will benefit
• NMBM Community
Commentary on Budget
• Implementation is subject to a roll-over application being approved by
National Treasury.
KPIs (Performance Measures)
• Project % complete in 2016/17 financial year.
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How it will be done
FY 2016/17
Action Plan: Project will be carried out over one financial year and will take 12
months to complete.
Capex
R5 mil
FY 2017/18
Action Plan
Capex
R0
FY 2018/19
Action Plan
Capex
R0
5.8.5.8 Public Transport Operator Verification and household travel surveys
for the entire NMBM transport network.
Why this project
• The available information on NMBM public transport operations is outdated
and therefore city wide surveys need to be conducted to get current data.
How long it will take
• 12 months
Who will benefit
• NMBM Community
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Commentary on Budget
• Implementation is subject to a roll-over application being approved by
National Treasury.
KPIs (Performance Measures)
• Number of contract areas complete in 2016/17 financial year.
How it will be done
FY 2016/17
Action Plan: Project will be carried out over one financial year and will take 12
months to complete.
Capex
R10 mil
FY 2017/18
Action Plan
Capex
R0
FY 2018/19
Action Plan
Capex
R0
5.8.5.9 IPTS Operations Phase 1 (starter service)
Why this project
• In order for the IPTS Operations to be rolled out to the NMBM.
How long it will take
• 13 months
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Who will benefit
• NMBM Community
Commentary on Budget
• Implementation is subject to funding availability.
KPIs (Performance Measures)
• Number of public transport routes rolled out in 2017/18 and 2018/19 financial
years.
How it will be done
FY 2016/17
Action Plan
Capex
R0
FY 2017/18
Action Plan: Project will be implemented over two financial years.
Capex
R67.1 mil
FY 2018/19
Action Plan: Project will be implemented over two financial years.
Capex
R87.1
5.8.5.10 Public Transport Facilities and Infrastruc ture Development for future
phases
Why this project
• In order for the IPTS Operations to be rolled out to the rest of the NMBM.
How long it will take
• 24 months
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Who will benefit
• NMBM Community
Commentary on Budget
• Implementation is subject to funding availability.
KPIs (Performance Measures)
• Number of public transport facilities and infrastructure developed in
2017/2018 and 2018/2019 financial year.
How it will be done
FY 2016/17
Action Plan
Capex
R0
FY 2017/18
Action Plan: Project will be implemented over two financial years.
Capex
R260 mil
FY 2018/19
Action Plan: Project will be implemented over two financial years.
Capex
R280 mil
FY 2019/20
Action Plan
Capex
R300 mil
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FY 2020/21
Action Plan
Capex
R300 mil
5.8.5.11 IPTS Operations Phase 2
Why this project
• In order for the IPTS Operations to be rolled out to the rest of the NMBM.
How long it will take
• 12 months
Who will benefit
• NMBM Community
Commentary on Budget
• Implementation is subject to funding availability.
KPIs (Performance Measures)
• Number of public transport routes rolled out in 2019/2020 financial year.
How it will be done
FY 2016/17
Action Plan
Capex
R0
FY 2017/18
Action Plan
Capex
R0
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FY 2018/19
Action Plan
Capex
R0
FY 2019/20
Action Plan: Project will commence in 2019/20 financial year.
Capex
R100 mil
FY 2020/21
Action Plan
Capex
R100 mil
5.8.5.12 IPTS Operations Phase 3
Why this project
• In order for the IPTS Operations to be rolled out to the rest of the NMBM.
How long it will take
• 12 months
Who will benefit
• NMBM Community
Commentary on Budget
• Implementation is subject to funding availability.
KPIs (Performance Measures)
• Number of public transport routes rolled out in 2020/2021 financial year.
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How it will be done
FY 2016/17
Action Plan
Capex
R0
FY 2020/21
Action Plan: Project will commence in 2020/21 financial year.
Capex
R100 mil
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5.9 INFRASTRUCTURE AND ENGINEERING: WATER AND SANIT ATION
5.9.1 Guiding Principles
The NMBM is a Water Services Authority responsible for the provision of water and
sanitation services within its area of jurisdiction. The NMBM also performs Water
Services Provider functions in terms of the relevant Act. With the publication of the
Water Services Act (Act 108 of 1997), all South African water services authorities
were required to prepare a Water Services Development Plan (WSDP). The WSDP
is a business plan setting out the way in which a specific water services authority
delivers water services to individuals and businesses in its area of jurisdiction. It
also describes the current and future consumer profile, the types of services that are
provided, the infrastructure requirements, the water balance, organisational and
financial arrangements to be used, an assessment of the viability of the approach,
and an overview of environmental issues. Based on these analyses, important
issues that may impact on the provision of an effective and sustainable water and
sanitation service need to be identified, and strategies need to be formulated to
improve service provision. To support the WSDP the NMBM has developed Water
and Sanitation Master Plans approved by Council that sets out the provision of the
services to the community and the economic sector.
5.9.2 Commentary and Background
5.9.2.1 Water Services Cycle
The Water Services Cycle provides the overview of how water is supplied to the
citizens on the NMBM. This plan indicates the different areas depicted in the
document below that describes the activities embarked on by various Water and
Sanitation Divisions to deliver safe drinking water and the conveyance of wastewater
and the treatment thereof.
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5.9.2.2 Water Resources
The Algoa Water Supply System (AWSS) is the collective name for three sub-
systems that provide water to the Nelson Mandela Bay Municipality, the Gamtoos
Irrigation Board as well as a number of small towns within the Kouga District
Municipal area. The sub-systems are described as follows. The AWSS currently
comprises two major dams in the west, several smaller dams and a spring situated
near the NMBM, and an inter basin transfer scheme from the Orange River via the
Fish and Sundays rivers to the east. These sources supply the NMBM and other
small towns with drinking water and irrigation.
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WATER SOURCE YIELD (MI/DAY)
Older dams 9 (fully developed)
Groendal dam 11.1 (fully developed)
Springs 4.5 (fully developed)
Churchill/Impofu 121.6 (fully developed)
Kouga Scheme 62.5 (fully developed, raising of the
dam is possible)
Nooitgedagt Scheme 90 (extensions and augmentations
are possible)
Total 298.7
The map below shows the main components of the AWSS. The components and the
main water users are described below.
270
5.9.2.2.1 Western System
The Western System provides water to the Metro from the Churchill and Impofu
Dams on the Kromme River near Humansdorp. The Churchill Dam is owned by the
Metro.
The Kouga Dam is situated on the Kouga River and supplies water to the Gamtoos
Irrigation Board and also feeds into the Loerie Dam downstream from where the
Metro abstracts water. The bulk supply of water provided to NMBM and the coastal
towns is from the combined Western System. The Gamtoos Irrigation Board has an
allocation from Kouga Dam and there is a relatively small usage by other towns and
irrigators as well as a small provision for ecological water requirements (EWR) below
Impofu Dam.
5.9.2.2.2 Eastern System
The Eastern System receives water transferred from the Gariep Dam on the Orange
River via the Orange-Fish Tunnel, the Fish River, the Fish-Sundays Canal, the
Schoenmakers River, the Darlington Dam and the Scheepersvlakte Dam and
onwards to the Nooitgedagt Water Treatment Works, from where it is pumped to the
Metro. The Eastern System receives water transferred from the Gariep Dam on the
Orange River via the Orange-Fish Tunnel, the Fish River, the Fish-Sundays Canal,
Koenmakers River, and Darlington Dam. The Lower Sundays River Water User
Association (LSRWUA) does not receive water from the AWSS but also obtains
water from the Gariep Dam on the Orange River via the same transfer scheme.
5.9.2.2.3 Secondary System
The Secondary System consists of the older dams on the Sand, Bulk, Van Stadens
and KwaZunga (a tributary of the Swartkops) Rivers and the Uitenhage groundwater
aquifer, all of which are owned by the NMBM. The Groendal Dam on the KwaZunga
River supplies the greater part of Uitenhage.
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5.9.2.2.4 Central System
The Central System consists of the older dams on the Sand, Bulk, Van Stadens and
Kwa Zunga (a tributary of the Swartkops) rivers and the Uitenhage Springs, all of
which are owned by the NMBM. This also supplies water to irrigators.
Measures to increase available water resources:
Rainwater harvesting
Removal of alien invasive plants to reduce water use and increase runoff
Re-use of water (Waste water to industrial and potable standards)
Water trading with water users from the Orange River Scheme
Desalination of Lower Sundays river return flows
Seawater desalination
Construction of the Guerna kop dam on the Kouga River
Raising of the Kouga dam
5.9.3 Overview
In order to respond to the environment within which water and sanitation services are
delivered these are the activities embarked on:
- The Municipality’s WSDP has been reviewed and serviced at the Portfolio
Committee meeting in April 2015. The Water Master Plan (WMP) of the
Municipality identifies the gaps in the provision of water to meet the needs set
out in the WSDP. The 2005 WMP is a longer-term plan that covers the period
up to 2020 and is currently under review up to 2035. This planning period far
extends beyond the five-year period covered by the WSDP, so as to meet the
long-term water requirements of Nelson Mandela Bay. The WSDP will be
again reviewed in terms of the new cycle of the IDP.
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- In order to enhance services delivery (response to water disruption and
sewage spillages) an Engineering and Design Management System
(EDAMS), the Water and Sanitation Information Management System, was
implemented that included an Operations and Maintenance Module that forms
the basis of the Operation Centre where all complaints are received
dispatched and monitored to completion. This provides the ability of the
NMBM to monitor the time it takes to deal with sewage spillages and water
outages within acceptable timeframes.This systems also forms the basis on
which the following critical areas of the water and sanitation business is
reported on:
o Provides the interface with the billing system in order to monitor water
consumption trends that directly speak to the elements that strive to
reduce NRW.
o Monitoring of the drinking water quality and submissions to DWS in
terms of the SANS 241 compliance.
o Monitoring of industries that discharge trade effluent into the sewer
reticulation system.
o Infrastructure asset management monitoring for the compliance of
GRAP 17 required for financial purposes.
• Eradication of the bucket sanitation system:
The provision of a dignified sanitation system in informal settlements remains
one of the biggest challenges that the NMBM is facing. Although the most
sustainable way to eradicate buckets remains the provision of the affected
households with formal houses with full services, time and funding remains
the biggest obstacle.
DATE PAIL / BUCKET COUNT
April 2005 30 288
July 2010 23 479
November 2013 20 893
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As part of the bucket eradication programme approximately 86 buckets were also
eradicated at formal houses in terms of the national programme.In order to reduce
the number of buckets in the NMBM, certain strategies were identified where the
number of buckets currently being utilised in the NMBM could be reduced and
ultimately eradicated.
5.9.3.1 Communal Ablutions:
Communal ablutions have been earmarked for those informal settlements that are on
the Housing Programme and will wait the longest for a subsidised house. One
communal ablution installation will serve 50 – 75 households.
Construction of the communal ablutions is scheduled to be commenced in the first
quarter of 2016/17. Two key aspects for the rollout of the communal ablutions that
are listed below are planned for rollout parallel to the construction of the communal
ablutions:
• Public participation before rollout.
• Maintenance of the ablutions.
5.9.3.2 House Construction:
Communities that are being relocated will be houses in a formal house with water
and sanitation connections resulting in the eradication of buckets through the
provision of a house. The progress indicated in the above table indicates the
progress that has been made to date. In this regard the NMBM has management to
receive an increased allocation of funding for subsidised house construction and in
addition to this the NMBM will be rolling out communal toilet facilities to provide
dignified sanitation to communities still located in informal settlements.
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• Development of additional water resources.
To provide water security for the future the NMBM has embarked on initiatives
that can be grouped into the following five areas:
o Surface water (dams) development:
The Algoa Reconciliation Study identified the following as some of the
options for the augmentation of the water resources for the region.
� The construction of the Guerna Kop dam in the Kouga River
� The raising of the Kouga Dam wall
� Water trading with water users from the Orange River Water Scheme
The construction of the proposed Guerna Kop dam in the Kouga River in
the same catchment area as the other western region dams (Churchill,
Mpofu, Loerie and Kouga Dams) would result in them being
simultaneously affected by any regional drought. The probability of both
the western region and the Gariep Dam region experiencing simultaneous
droughts is very small. The construction of the proposed Guerna Kop dam
will also have significant environmental implications. The proposed raising
of the Kouga Dam by constructing a new dam wall immediately
downstream of the existing dam, would have a lower environmental
impact than a new dam at Guernakop and would be easier to operate. If
either the construction of the proposed Guerna Kop dam and/or the
proposed raising of the Kouga Dam is considered, it would only be able to
make use of the 40Ml/day spare Loerie WTW and pipeline capacity to the
NMBM. It might also be worth considering the purchasing of water use
entitlements from farmers in the Baviaanskloof River valley, to be supplied
to NMBM via the existing Kouga/Loerie system as the Loerie WTW and
pipeline has a 40Ml/day spare capacity. In addition the competition for
water for agriculture but it could also affect food sustainability.
The Nooitgedagt Low-Level Scheme was chosen because it is the
quickest and most economical intervention. In addition, the Nooitgedagt
Scheme receives its water from the Gariep Dam, which is situated in a
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completely different region. An application by the NMBM for an additional
allocation of water from the Orange River System (Gariep Dam) has been
approved by DWS to 160 Ml/day and 210 Ml/day. In this regard the Water
Master Plan addresses these constraints and recommends that the
Nooitgedagt Coega Low Level Scheme be implemented. The first phase
of this scheme has been completed, with Phases 2 and 3 to follow with
planed completions dates of March 2017 and December 2018
respectively.
5.9.3.3 Water Conservation initiatives
Rainwater Harvesting
• All new developments, industrial, commercial and domestic, must have
suitable rainwater harvesting systems built at the time of the construction of
the building.
• Incentives must be supplied (negotiated lower prices on tanks and stands;
cash discounts funded by the Nelson Mandela Bay Municipality, etc.) for all
existing properties to harvest rainwater.
Removal of Alien Invader Plants
Programme to remove invasive alien plants in the catchments of the Kromme, Kouga
and Baviaanskloof rivers which are already being done on a large scale. This is
implemented through the “Working for Water” programme coordinated by the
Gamtoos Irrigation Board (GIB).
The areas including the following:
• The Churchill Dam Catchment
• The Impofu Dam Catchment
• The Loerie Dam Catchment
• The Sand River Dam Catchment
• The Bulk River Dam Catchment
• The Upper Van Stadens Dam Catchment
• The Lower Van Stadens Dam Catchment
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Ground Water Exploration
During the 2009-2011 drought the NMBM has explored to possibility to develop a
large scale ground water system based on the Uitenhage Artesian basin. A large
source was found in the region of the Coega Kop area which will be further
developed as it has the potential to meet 10% of the NMBM water demand.
Use of recycled water
In order to reduce the reliance potable water for non drinking water activities, the
need to substitute it with recycled water has arisen. This is especially true for
industrial activities. The beneficial use of treated wastewater for this purpose should
be considered going forward.
Seawater desalination
Desalination of sea water through Reverse Osmosis will be the next long term viable
scheme to augment the NMBM water supply and provide additional potable water to
the NMBM and consumers in order to address the continuous growing water
demand. The desalination scheme is the next scheme to follow after the completion
of the Nooitgedagt/Coega Low Level Scheme.
The NMBM has embarked on a desalination feasibility study which is nearing
completion. The next step currently commenced with is for an Expression of Interest
document to be finalised to be put out to the open market in order to determine what
is currently available locally in South Africa and even further abroad internationally.
From the Expression of Interest document a database will be finalised with all
interested and suitable contractors listed. As part of this the funding and contracting
options will be considered as well as subsidiary industries to make the desalination
of sea water more economically viable.
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Non Revenue Water
In order to reduce NRW the following activities will be focused on to reduce it by 50%
over the next three years:
Bulk Metering
• Metering of Bulk Supply Pipe Lines
• Creation and Metering District Metered Areas
• Using Automatic Meter Reading (AMR) technologies to read meters (bulk, zones
and high users) more frequently
Pressure Management to reduce the water pressure in the system. This is to prevent
excessive leakages, especially at night.
• Industrial, Commercial and Institutional consumers use 50% of the water and
therefore need closer monitoring.
• Rectify Billing Database
• Eliminate Meter Reading Estimates
• Meter Replacement Programme
Billing:
• Review the Water Tariff Structure
• Rectify Billing Database
Leak Repairs:
• Reticulation Leaks - Improve the response to water leak repairs in order to
reduce wastage.
• Meter leak complaint reduction of backlog.
• ATTP Leaks
• Leaks at Schools (Schools waste about 10% of the average daily consumption of
the NMBM).
Rehabilitation of old pipe network in order to assist in the reduction of underground
leakages.
278
Installation of revenue management devices to ensure the supply of 8 kl/month free
basic water to indigent households, whilst reducing water wastage
Infrastructure Asset Management:
o Upgrading, rehabilitation and augmentation of water and sanitation
infrastructure.
o Providing reliable infrastructure to support the basic community needs.
o Providing reliable infrastructure to a growing economy that strives to
diversify into other than the traditional economic activities.
There is an effective asset management system (EDAMS) in place. The importance
of an effective asset management system can never be overemphasised, because it
supports infrastructural development and maintenance programmes. It speaks
directly to measures of reducing NRW and the identification of assets that needs
rehabilitation / maintenance to ensure reliable assets for the provision of services to
communities and businesses. Therefore asset management is central to service
delivery. When assets are managed properly, operational and replacement costs are
significantly reduced. If assets are not properly maintained, service disruptions may
occur. In the past, investment in infrastructure asset maintenance has been
inadequate, due to insufficient funding. The inadequate levels of maintenance in the
past are the reason why this Municipality is currently confronted by huge
maintenance backlogs. Funding needs to address the backlog in maintenance are as
follows based on 2011 estimates:
Water:
• Asset replacement value: R9 217M
• Backlog in maintenance rehabilitation: R648M
Sanitation:
• Asset replacement value: R4 212M
• Backlog in maintenance rehabilitation: R56
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Water and Sanitation Functional Areas
Water Management and Bulk Water:
• Catchment management
o Storage (Dams)
o Treatment
o Bulk reservoir storage and bulk distribution
o Water Conservation and Water Demand Management.
• Water Reticulation
o Distribution
o Reservoirs
o Pipelines
o Pumpstations
• Sanitation Reticulation
o Sewage collection
o Bulk conveyance
o Pumpstations
• Wastewater Treatment
o Sewage collection
o Bulk conveyance
o Pumpstations
• Plant Mantainance
o Electrical mantainance
o Mechanical maintenance
o Instrumentation
• Planning and Research
o Master Planning of Major Water and Sanitation Infrastrcuture.
o Information Management and compliance.
o Research
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5.9.3.4 Water Services
The purifying of water and distribution thereof to customers in a safe and efficient
manner remains one of the main guiding principles for water. In order to achieve this
following infrastructure is in place:
• Water Treatment Works : 7
• Bulk supply pipelines: 700 km
• Pipelines: 4300km
• Pump Stations: 28 Reservoirs: 61
5.9.3.5 Sanitation Sevices
Once water has been used by the customers the collection, conveyance and
treatment of wastewater in an efficient and environmentally safe manner in terms of
the respective legislation. In order to achieve this, the following infrastructure is in
place:
• Pipelines: 3900km
• Pump Stations: 89
• Wastewater Treatment Works:7
5.9.3.6 Challenges
The provision of water and sanitation services is the most basic services to the
community. In this regard various legislations, starting from the Constitution govern
this. Therefore the strategies by Government and the NMBM are focused at giving
effect to these. The functional areas of Water and Sanitation are aligned with these
in order to:
• Provide safe drinking water.
• Distribution of water to the community:
o Maintenance of the water reticulation to limit water disruption to the
minimum described in the Water Services Act.
• Reduction of Non Revenue Water
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• Wastewater conveyance:
o Maintenance of the sewer reticulation to limit sewage spillages to limit
the impact on human health and the environment.
• Eradication of the bucket sanitation system.
• Development of additional water resources.
• Infrastructure Asset Management:
o Upgrading, rehabilitation and augmentation of water and sanitation
infrastructure.
o Providing reliable infrastructure to support the basic community needs.
o Providing reliable infrastructure to a growing economy that strives to
diversify into other than the traditional economic activities
5.9.4 Brief SWOT analysis
Strengths
• Dedicated sections to deal with all aspects of water services value chain.
• Fully functional complaints section for Water and Sanitation
• Integrated water and sanitation management system.
• Committed and dedicated leadership
Weaknesses (what we don't do so well)
• Insufficient resources (human capital, plant, vehicles and materials).
• Spatial location of depots for operational response to complaints.
• Polarised relationship with organised labour.
• Insufficient funding for operations and maintenance programmes.
• Inadequate experienced and specialised skills for Water services (Artisans
and civil engineering capacity).
• Aging workforce.
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Opportunities (Where we can make a difference)
• Harness technology to improve service delivery.
• Community buy in the service value chain
• Information sharing and learning alliances with other Municipalities,
Universities etc.
• Building greater relations with organised labour.
Threats (What stands in our way)
• Community cohesion and leadership issues.
• Vandalism of Municipal assets (telemetry, manholes, pumps, etc)
• Financial sustainability of the water services business.
• Non Revenue water and unaccounted for water.
• Bucket eradication
• Aging infrastructure
• Invasion of land and provision of services
5.9.5 Projects / Outputs
Water Resources and Water Treatment
Why this project
Water Treatment Works are required to purify raw water to SANS standards for
NMBM communities. Further certain projects are dedicated to the development of
resources to increase the amount of water available for basic water needs and
economic development. Nooitgedaht project is the first project to be completed
followed by the desalination of seawater which will have major implications of how
drinking water is delivered in further. This also speaks to the infrastructure asset
management.
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How long it will take
• These projects will be implemented over a number of financial years as
funds are made available and as priority requires. Implementation will
vary from 2 to 3 years up to about 8 to 10 years due to environmental
requirements and funding models.
Who will benefit
• All of the communities and businesses within the NMBM will benefit.
Commentary on Budget
• The budget is insufficient to meet all the needs envisaged in the master
plans. However the community priorities have been taken into
consideration during the prioritisation of the projects to be implemented.
KPIs (Performance Measures)
• Completion of Nooitgedagt Phase 2 by June 2017.
• 95% Budget expenditure.
• % compliance with the drinking water standards in line with South African
National Standards 241 (SANS 241)
How it will be done
The various projects will be implemented following Supply Chain Management
procedures. The individual projects will extend over multiple financial years in terms
of the respective cashflows.
FY 2016/17 R 87,268,000
FY 2017/18 R 76,950,000
FY 2018/19 R 66,120,000
FY 2019/20 R 70,000,000 (Proposed)
FY 2020/21 R 75,000,000 (Proposed)
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Water Distribution
Why this project
• Water Distribution requires installation of water pipelines to convey
potable water to all the consumer households within NMBM. This also
speaks to the infrastructure asset management and NRW.
How long it will take
• Water Distribution projects are aligned with the Human Settlements
Housing programme. Every financial year certain priorities will be
implemented. This implementation will be an ongoing process for each
financial year in support of the housing programme and infrastructure
asset management.
Who will benefit
• The beneficiaries will be as identified in terms of the Housing
Programme. However this extends beyond the identified projects as
water supply and network is integrated.
Commentary on Budget
• The budget is insufficient to meet all the needs envisaged in the master
plans. However the community priorities have been taken into
consideration during the prioritisation of the projects to be implemented.
KPIs (Performance Measures)
• Number of additional households to be provided with water connections.
• 95% Budget expenditure
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How it will be done
The various projects will be implemented following Supply Chain Management
procedures. The individual projects will extend over multiple financial years in
terms of the respective cashflows. Triennal contracts will also be used when
and where required
FY 2016/17 R 70,110,000
FY 2017/18 R102,030,000
FY 2018/19 R147,060,000
FY 2019/20 R150,000,000 (Proposed)
FY 2020/21 R 155,000,000 (Proposed)
Basic Water
Why this project
• Basic water requires the installation of water standpipes in a radius of
less than 200m in order to comply to National requirements in terms of
basic water provision
How long it will take
• This target has been met, but budget provision is made to speak to any
requirements that may be required.
Who will benefit
• The targeted beneficiaries are generally communities located in informal
settlements.
Commentary on Budget
• Budget will be provided should the need arises
KPIs (Performance Measures)
• % informal households within the urban edge provided with access to a
basic potable water supply within a 200 m radius.
• 95% Budget expenditure
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How it will be done
• The work will be implemented through a triennial contract system. Formal
tendering will be followed where required.
FY 2016/17 R 1,140,000
FY 2017/18 R 1,140,000
FY 2018/19 R 1,140,000
FY 2019/20 R 500,000 (Proposed)
FY 2020/21 R 500,000 (Proposed)
Non Revenue Water
Why this project
• Non Revenue Water projects strive to reduce the non revenue lossess
percentage in the form of real losses.
How long it will take
• Non Revenue Water projects will be implemented over the next 3 year period
to minimise the water losses to a reasonable and acceptable figure
Who will benefit
• All water consumers within the NMBM will benefit. Water losses will be
reduced which will prolong the implementation of immediate additional potable
water resources.
Commentary on Budget
• Budget has been set aside for the initial interventions, however as NRW forms
an integral part of the Water business this must be funded on an ongoing
basis.
KPIs (Performance Measures)
• Reduction of NRW by 2% in terms of the IWA standards.
• 95% Budget expenditure.
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How it will be done
The work will be implemented through a formal tendering process with the
assistance of Supply Chain Management. Triennal contracts will also be used when
and where required. Water amdassadors will be rolled out further to assist with a
door to door campaign reduces water usage and wastage.
FY 2016/17 R123,940,000
FY 2017/18 R 76,665,000
FY 2018/19 R 39,665,000
FY 2019/20 R 40,000,000 (Proposed)
FY 2020/21 R 45,000,000 (Proposed)
Wastewater Conveyance
Why this project
• The installation of sewer bulk and network pipelines (incl. pump stations)
to convey sewage from all households in the NMBM to wastewater
treatment works for purification thereof in terms of legislated
requirements.This also speaks to infrastructure asset management.
How long it will take
• Wastewater Conveyance projects are aligned with the Human
Settlements Housing programme. Every financial year certain priorities
will be implemented. This implementation will be an ongoing process
each financial year in support of the housing programme and
infrastructure asset management programmes.
Who will benefit
• Approximately 93% of the households within the NMBM are currently on
a waterborne sanitation service. Further, those households forming part
of the Human Settlements Plan will benefit from the development of the
envisaged infrastructure.
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Commentary on Budget
• The budget is insufficient to meet all the needs envisaged in the master
plans and backlog study. However the community priorities have been
taken into consideration during the prioritisation of the projects to be
implemented.
KPIs (Performance Measures)
• Number of state subsidised housing units provided with access to water
and sanitation. Turnaround time in dealing with sewerage spillages.
• 95% Budget expenditure.
How it will be done
The work will be implemented through a formal tendering process with the
assistance of Supply Chain Management. Triennal contracts will also be used
when and where required
FY 2016/17 R 170,202,000
FY 2017/18 R 198,816,000
FY 2018/19 R 198,588,000
FY 2019/20 R 205,000,000 (Proposed)
FY 2020/21 R 210,000,000 (Proposed)
Wastewater Treatment
Why this project
• Wastewater treatment works are required to purify sewage conveyed
from households and industries to these wastewater treatment works as
per legislated requirements. The most critical project is the upgrade and
expansion of Fishwater Flats. It treats more than 60% of the sewage of
the NMBM and needs to be upgraded without increasing the current foot
print.
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How long it will take
• These projects will be implemented over a number of financial years as
funds are made available. Implementation will vary from 2 to 3 years or
up to about 10 years for the bigger projects.
Who will benefit
• Approximately 93% of the households within the NMBM who are
currently on a waterborne sanitation service will benefit. Critical, is the
provision of treatment capacity to service the Housing Programme while
always being environmentally compliant.
Commentary on Budget
• The budget is insufficient to meet all the needs envisaged in the master
plans and backlog study. However the community priorities have been
taken into consideration during the prioritisation of the projects to be
implemented.
KPIs (Performance Measures)
• 95% Budget expenditure
How it will be done
• The work will be implemented through a formal tendering process with
the assistance of Supply Chain Management
FY 2016/17 R 178,068,000
FY 2017/18 R 158,992,000
FY 2018/19 R 167,478,000
FY 2019/20 R 170,000,000 (Proposed)
FY 2020/21 R 175,000,000 (Proposed)
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Bucket Eradication
Why this project
• The Bucket Eradication project is to provide dignified sanitation services
to communities where buckets still exist. The two main areas of providing
sanitation will focus on:
• The upgrading of informal settlements through the construction of
houses with individual water connections and waterborne sanitation.
• The construction of communal toilet facilities for communities who will
only qualify for housing in terms of the latter years of the housing
programme.
How long it will take
• The housing programme will determine the rollout of the solution while
the construction of communal toilets facilities will be carried out over the
next three financial years.
Who will benefit
Approximately 30 000 households a still located in informal settlements that are
currently using the bucket system.
Commentary on Budget
• The budget is insufficient to meet all the needs of the communities, but
the community priorities have been taken into consideration during the
prioritisation of the projects to be implemented.
KPIs (Performance Measures)
• % households provided with access to basic sanitation (excluding bucket
system). 95% Budget expenditure.
• Construction of 50 Communal toilets facilities.
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How it will be done
The work will be implemented through a formal tendering process with the
assistance of Supply Chain Management
FY 2016/17 R 30,780,000
FY 2017/18 R 30,780,000
FY 2018/19 R 36,480,000
FY 2019/20 R 25,000,000 (Proposed)
FY 2020/21 R 15,000,000 (Proposed)
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5.10 INFRASTRUCTURE AND ENGINEERING: ROADS
5.10.1 Guiding Principles
• The Nelson Mandela Bay Municipality (NMBM) is required, in terms of Section
36(1) of the National Land Transport Act, 2009 (Act No. 5 of 2009), to prepare a
Comprehensive Integrated Transport Plan (CITP) every five years.
• The NMBM is required to provide safe, affordable, sustainable and accessible
multi-modal transport services and infrastructure that promote integrated land
use development and ensure optimal mobility for the residents and users of the
transport system in the metropolitan area.
• The NMBM’s revised Comprehensive Integrated Transport Plan (CITP), which
is applicable from 2011 to 2016 and is updated annually, recommends new
capital projects for its Capital Budget in addition to those already existing. It is
envisaged that the implementation of these projects will ensure that the
objectives of the CITP are met, which are. Tender documents are being
prepared for the appointment of consultant to carry out a new CITP in 2016 for
5years.
• Mobility, i.e. the integrated planning of land use and transport systems should
be undertaken in order to minimize the need for travel.
• Convenience, i.e. a frequent, safe and reliable public transport system should
be provided, with conveniently located termini and stops.
• Reasonable cost, i.e. the total cost of provision, operation and maintenance of
the metropolitan transport system should be minimized.
• Minimum side effects, i.e. transport safety should be improved and the accident
rate reduced and residents should feel safe while using the Municipality’s
transport facilities.
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5.10.2 Commentary and Background
The Municipality has a Pavement Management System (PMS) in place, which is the
master plan for all existing road infrastructure within Nelson Mandela Bay. The road
centerline data, which is the backbone of the system, is currently loaded on the
Corporate GIS and all the data components are linked through the Roads
Management System Support Programme. There are currently 4397km of Roads,
3126km Municipal, 1018km Provincial, and 253km SANRAL. Municipal Road
Infrastructure is inspected every 3 years and the management reports are updated.
The most recent update was completed in November 2014, with a more detailed
report of the high maintenance general roads and subsidized roads being completed
in October 2015. The next update is proposed in the 2017/2018 financial year.
5.10.2.1 Stormwater Planning
A Stormwater Assets Register for the NMBM was completed, in terms of which an
inventory of all stormwater infrastructure was undertaken. The project entailed the
development of the basic computer interface for the logging of stormwater
information and the logging of piped, lined and unlined stormwater reticulation. The
system is continually updated; the next complete update will be done in 2017. A new
stormwater maintenance plan is currently being developed, with first report being
completed by June 2016; however this maintenance plan will be ongoing and
reviewed yearly.
Stormwater Master Planning has been undertaken and is in progress in various
areas throughout the Metro, with a view to establishing, in particular, the bulk
stormwater requirements for these areas. This is essential, as existing and proposed
housing developments cause the existing stormwater systems to be overloaded,
resulting in the flooding of properties. The most recent implementation designs of the
Colchester Area are currently undergoing an EIA process.The Municipality has
furthermore conducted floodline studies for various catchment areas in the Metro
and has established a 1:100 year floodline, which prevents development from taking
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place within those lines. The 1:100 year floodline study for Chatty River,
SwartkopsRiver, and a portion of SundaysRiver at Colchester has been completed
and the most recent draft study of the Baakens River and Paapenkuils River has be
finalized.A consultant was appointed to carry out bridge and culvert inspections and
to update the existing Bridge and Culvert Management Systems. This involved, inter
alia, the evaluation of the condition of each bridge and culvert structure in the Metro;
ranking the structures in terms of their condition and priority; and creating schedules
for their maintenance and rehabilitation. These inspections are ongoing, and further
investigations and inspections will again be undertaken in 2017.
5.10.2.2 Critical Challenges
The inadequate funding for roads maintenance has led to an increase in the backlog
(approximately R2.45 billion for maintenance and R2,6 billion for the tarring of
roads). This increases annually as new residential areas are established and
developed. Additional Minimum R150m is required annually to reduce Potholes and
resurface Road
Further funding R1.25billion is required for Roads that required for additional
capacity (short-term projects), Roads required for access and connectivity (short-
term projects) and Non-motorized transport projects.
Insufficient subsidies from the Provincial Departments of Transport and Roads and
Public Works. A new SLA has been signed with Provincial Roads and Public works,
making R8m for 2016/2017 and R10m for 2017/2018. These amounts are still
inadequate.
Risk of flooding and community health and safety hazards due to poor stormwater
infrastructure (estimated stormwater infrastructure backlog is R700 million; bridge
and culvert structures backlog is R450 million, and the implementation of the
Stormwater Master Plan will cost R1.0 billion). Additional R95m is required annually
to cope with stormwater and bridge structure.
Roads and stormwater infrastructure is exposed and weather conditions, deliberate
damage and litter exacerbate the already aged infrastructure functionality.
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5.10.2.3 Staff shortages - workers, supervisors and technical.
• Efforts are being made to solicit alternative sources of funding to address
the challenges outlined above.
5.10.3 Strategies
• The key strategies to meet the above objectives include the following:
• Provision of adequate roads to give access to all developed areas. Due
cognizance should be given to the impact on the natural and built
environment when considering road proposals.
• Maintenance of existing roads to ensure that there is an acceptable level
of service.
• Provision of facilities for non-motorized transport users.
• Improvement and maintenance of stormwater infrastructure across the
Municipality.
5.10.4 Roads and Stormwater Operations
• Responding to Roads, Stormwater and Transportation complaints
• Potholes repairs: The municipality commits to attend (the site will be
visited and made safe) to all potholes complaints within 72 Hours of the
potholes being reported.
• Repair / re-instatement of trenches: The municipality commits to attend (a
site visit will be conducted) to all repairs/re-instatements of trenches within
five (5) working days of complaints being reported.
• Grading / regravelling of gravel streets: The municipality commits to attend
( subject to site visit and availability of resources) to all complaints within
one (1) month.
• Repairs to guardrails and roadside fencing: The municipality commits to
attend to repairs and implementation within five (5) working days
• Faded road markings: The municipality commits to attend to complaints in
three (7) working days.
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• Damaged street names and road signs: The municipality commits to
attend to complaints in three (5) working days.
• Damaged/missing manhole covers: The municipality commits to attend
and replacement in 24 hours.
• Blocked catchpit and stormwater reticulation: The municipality commits to
attend and clearing of blockage in 48 hours.
• Blocked open concrete canals and earth canals: The municipality commits
to attend and clearing of blockage in 48 hours.
• Damaged stormwater infrastructure: The municipality commits to attend to
repairs and implementation within five (5) working days, but make safe
within 24 hours
• Malfunctioning traffic lights/signals: Standby person commits to be onsite
within 1 hour after receiving complaint and repairing fault within next hour.
If not possible the fault will be escalated to the supervisor.
• Requests for new traffic signals: Requester will be replied to in writing
regarding the request within 30 days.
5.10.5 Application for traffic calming measures
• Mini Traffic Circles, Raised Intersections, and Raised Pedestrian
Crossings & Speed Humps: On receiving requests, the municipality
commits to do investigation as per NMBM’s Traffic Calming and
Implementation Guidelines Policy. Implementation of the request will be
undertaken upon meeting the warrants stipulated in the policy. Timeframe:
one day for a speed hump and a raised pedestrian crossing and up to
eight (8) weeks to build other forms of traffic calming measures, depending
on the size of the intersections on which such measures are to be
provided.
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5.10.6 Provision of services information
• Walk in customers requesting information on the position of stormwater
water services will be attended to at the counter.
• Wayleave applications: the municipality commits to finalize the application
in one month. (note: this application involves input from other departments
e.g. telkom, electricity, water works, sewerage on location of their services
within the road reserve)
5.10.7 Scheduled and emergency disruptions to vehic ular traffic flow
• For all scheduled disruptions to vehicular traffic flow, the municipality
commits to inform the public at least 2 weeks in advance via radio,
newspapers and any other means of communication at the disposal of the
municipality.
• All emergency disruptions to traffic flow will be communicated to the public
within two hours.
5.10.8 New Township Road Construction
• New roads, to new areas are installed as the Metro grows. Road
construction to new township is governed by the housing subsidy. Funding
under the subsidy is only for essential services ie water, sanitation and
rudimentary roads. Full municipal standard road backlogs are created as
funding is only sufficient to provide gravel roads. This is exacerbated as
funding for upgrading of gravel roads is less than township growth,
increase in housing subsidy is required to complete all services.
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• Gravel roads tarred according to a publicised timetable. The NMBM
Council at its meeting held on 24 October 2008 identified a dire need to
upgrade the undesirable gravel street network of its areas in order to
provide a better level of services to its communities. The council due to the
magnitude of the scope of gravel roads to be tarred resolved to embark on
a long term strategy of implementation. A total backlog of 472 Kilometers
of gravel roads to be tarred was quantified in year 2008.
5.10.9 Major Access Roads
• The The Nelson Mandela Bay Municipality (NMBM) is required, in terms of
Section 36(1) of the National Land Transport Act, 2009 (Act No. 5 of
2009), to prepare a Comprehensive Integrated Transport Plan (CITP)
every five years.
• The NMBM is required to provide safe, affordable, sustainable and
accessible multi-modal transport services and infrastructure that promote
integrated land use development and ensure optimal mobility for the
residents and users of the transport system in the metropolitan area.
• NMBM’s has a Comprehensive Integrated Transport Plan (CITP), which is
applicable from 2011 to 2015 and is updated annually, recommends new
capital projects for its Capital Budget in addition to those already existing.
It is envisaged that the implementation of these projects will ensure that
the objectives of the CITP are met. The planned projects are
• Roads, Stormwater and Transportation and Design and Implementation
are Sub Directorates of the Infrastructure and Engineering Directorate.
These sub-directorates are not a trading service, which means project
funding is entirely dependant on internal funding, Urban Settlement
Development Grant (USDG) and any other Grant funding.
• It is not considered as an essential service but similar expectations as
those required by essential services are realised, as services provide
access to developments and commerce. Further challenges we face relate
to Interruption of construction sites by SMMES (Small Business) and high
vacancy rate within the directorates.
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5.10.10 Directorate overview
5.10.10.1 Design and Implementation
Project Management-manage capital housing and grant funded projects
• Determination of design and implementation strategies
• Completion of design and implementation programmes
• Monitoring and reporting on expenditure programmes
• Co-ordination and provisioning of internal and bulk services on housing
projects
• Co-ordination of external and internal funding
Design-manage design related matters
• Appointment and management of consulting engineers
• Undertaking and evaluation of engineering designs
• Completion of engineering guidelines and specifications
• Rendering of professional mentorship and training of staff
• Management of environmental impact assessment activities
Contracts-manage infrastructure related projects
• Management of external contracts
• Procurement of goods and services
• Provision of contractual advisory services
• Rendering of contractual administration services
• Handling of legal contractual matters
Capital Construction-manage internal construction o f township services
• Implementation of Capital and maintenance projects
• Controlling of cost, quality, plant, equipment and material
• The allocation of resources
• Determination of construction strategies
• Enforcement of safety on work sites
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5.10.10.2 Roads Stormwater and Transportation
Transportation
• Responsible for Transportation Planning
• Manage TIA’s
• Traffic Engineering
• Management of traffic signals, traffic control equipment, traffic signs
• Public transport excluding
Roads & Stormwater
• Road and Bridge Maintenance,
• Street verge and sidewalk maintenance
• Surfacing of roads
• Traffic signs, Road markings, street names
• Railway sidings
• Bridge maintenance
• Maintenance of stormwater reticulation
Management Systems & Planning
• Development, implementation and management of electronic management
systems for roads and stormwater infrastructure
• Planning and research of roads and road building material
• Manage private developments re roads & stormwater
• Prelim designs of roads and stormwater
• Manage capital projects
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5.10.10.3 Brief SWOT analysis
Strengths
• Respond to the needs of the community and adapt the implementation
and prioritisation of projects accordingly
• Young, energetic technical workers
• Above 95% budget spending over the past five financial years
Weaknesses
• The support and developing of Emerging Contractors (SMME
Development)
• Bureaucracy
• Conflict resolution -dealing with Litigations from service providers and the
public
• Limited Human Resources
Opportunities
• With an increase in funding we can accelerate the delivery of services
such as the construction of roads and transportation routes which will
allow communities access to public transport services.
• Providing Basic Services to Communities
• Job Creation
• An improved control of the vacancy rate can lead to quality delivery of
our construction projects
• Reduce risks of loss of Life
• Reduce risk of Damage to Property
Threats
• Environmental Impact Assessment Processes
• Budgets constraints
• Aging infra Structure
• Lengthy procurement procedures
• Limited Human and equipment Resources
• Strikes, Construction Site Closures
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5.10.10.4 Projects / Outputs
Tarring of Gravel Roads
See attached file(s): Roads .pdf
Why this project
• Council resolved to embark on a long term strategy for the implementation of
tarring of gravel roads to provide communities with access and an improved
standard of living.
How long it will take
• The financial resources required to achieve the goal proved to be immense
and not feasible over a period of Six years. The NMBM was then compelled to
realistically project for a longer term that anticipates achievement of this goal
by year 2033
Who will benefit
• Affected residents will be provided with access
Commentary on Budget
• Budget insufficient to address backlog
KPIs (Performance Measures)
• Km of gravel roads tarred
How it will be done
FY 2016/17
• It is planned that Contractors will be appointed to start implementation of the
project in September 2016. The project is currently in the planning stage and
is now ready for Tender and Procurement. It is envisioned that the project will
be implemented via a Triennial Tender. The 2016/2017 financial year will thus
be Year 1 of the implementation plan. It must be noted that the
implementation of this project is directly linked to funding received and
therefore any additional funding will result in and accelerated action plan.
Capex
R72m
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FY 2017/18
• Year 2 of the Triennial Tender will commence in July 2017
Capex
• R50m
FY2018/19
• Year 3 (The final year) of the Triennial Tender will commence in July 2018
Capex
• R56M
FY2019/20
• A similar implementation approach will be followed for the next three years
2019-2021
Capex
• R120M
FY2020/21
• A similar implementation approach will be followed for the next three years
2019-2021
Capex
• R120M
Sidewalks and Cycle Paths
See attached file(s): 491210_Proposed_Sidewalks_A3_15Mar2016.pdf
304
Why this project
• To promote the safe movement of pedestrians and cyclists and to reduce the
number of fatalities caused by motorised traffic.
How long it will take
• This will be an ongoing project to cater for pedestrians and cyclists as the city
develops
Who will benefit
• All pedestrians within the Nelson Mandela Bay Metro
Commentary on Budget
• The first sixteen phases have been completed at an all-inclusive cost of
R170,7 million.
KPIs (Performance Measures)
• Km of new sidewalks constructed
How it will be done
FY 2016/17
• Triennial Tender to accommodate the implementation
Capex
• R7M
FY 2017/18
• Triennial Tender to accommodate the implementation
Capex
• R8M
FY2018/19
• New Triennial Tender to be advertised
Capex
• R9M
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FY2019/20
• Triennial Tender to accommodate the implementation
Capex
• R20M
FY2020/21
• Triennial Tender to accommodate the implementation
Capex
• R20M
Resurfacing of Roads
See attached file(s): Resurfacing_Kwadwesi_Bethelsdorpl_Wards.pdf,
Resurfacing_Motherwell_Wards.pdf, Resurfacing_Overall_Wards_A3 10 April
2016.pdf, Resurfacing_PE1_Wards.pdf, Resurfacing_PE2_Wards.pdf,
Resurfacing_UTH_Desp_Wards.pdf
Why this project?
• To maintain Municipal assets and create safe enviroment for all road users.
Age of and Deterioration of existing infrastructure has led to potholes which
is unsafe. Backlog exist
How long will it take?
• Ongoing/continuous
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Who will benefit
• All metro and worldwide visiting users
Budget
• Backlog exist, Insufficient Budget, R40m required per year
How it will be done
FY 2016/17
• In accordance with Pavement Management System (All road inspection Tool
updated every 3 years.) Service provider implementation
R14m
FY 2017/18
• In accordance with Pavement Management System (All road inspection Tool
updated every 3 years.) Service provider implementation
R12m
FY2018/19
• In accordance with Pavement Management System (All road inspection Tool
updated every 3 years.) Service provider implementation
R14m
FY2019/20
• In accordance with Pavement Management System (All road inspection Tool
updated every 3 years.) Service provider implementation
Estimate R16m
FY2020/21
• In accordance with Pavement Management System (All road inspection Tool
updated every 3 years.) Service provider implementation
Estimate R18m
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Theescombe/Gqebera Stormwater
Why this project
• To prevent flooding and reduce the risk of loss of life and damage to property
of the Walmer/Gqebera community
How long it will take
• 2 years for 1st Phase
Who will benefit
• All communities in the Walmer/Gqebera area
Commentary on Budget
• Sufficient Budget to complete Phase 1
KPIs (Performance Measures)
• No information available
How it will be done
FY 2016/17
• Service Provider/Contractor appointed in 2015
R21m
FY 2017/18
• Service Provider/Contractor appointed in 2015
Provisional R5m
FY2018/19
Action Plan
0
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FY2019/20
Action Plan
0
FY2020/21
Action Plan
0
Summerstrand Bulk Stormwater
Why this project
• Property owners who have had flooding and are becoming desperate to have
the flooding issue resolved. Non implementation of this project will expose
the Municipality to high claims from the residents.
How long it will take
• Project is currently being implemented, additional funding is required to
complete the project
Who will benefit
• Residents and visitors of ward 1 and 2
Commentary on Budget
• No information availabel
KPIs (Performance Measures)
• Km of stormwater drainage installed
FY 2016/17
• Contractor already appointed
Capex
• R6M
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FY 2017/18
N/A
N/A
FY2018/19
N/A
N/A
FY2019/20
N/A
N/A
FY2020/21
N/A
N/A
Chatty Storm water Improvement
Why this project
• The houses that are currently constructed are on a flood line and need to be
protected icase of a flood. Should a flood occur, the NMBM will be liable for
damages.
How long it will take
• Currently under planning, EIA process commenced
Who will benefit
• Ward 41
Commentary on Budget
• No information
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KPIs (Performance Measures)
• Km of stormwater drainage installed
How it will be done
FY 2016/17
• Planning consultants appointed
Capex
• R2M
FY 2017/18
• Tenders to be advertised for construction. Phased construction to start
Capex
• R2M
FY2018/19
• Continuation of planned construction
Capex
• R4M
• R2M
FY2019/20
• Implementation of the next phase of the project
Capex
• R4M
FY2020/21
N/A
N/A
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Zwide Bulk Stormwater
Why this project
• Soweto on Sea was developed without a Stormwater Master Plan.
This has inevitably led to poor and even no stormwater drainage
throughout the majority of the area. Ponding water create numerous
health and safety risks, e.g. mosquitoes, waterborne diseases, children
drowning, and houses flooding. The occurrence of the latter has
obvious and major long-term implications. It is imperative that the
NMBM address the stormwater crisis at Zwide Area as a matter of
urgency. Project being implemented in phases as budget allows. Busy
implementing phase 11 of 15.
• Stormwater Master Planning has been undertaken and is in progress in
various areas throughout the Metro, with a view to establishing, in
particular, the bulk stormwater requirements for these areas. This is
essential, as existing and proposed housing developments cause the
existing stormwater systems to be overloaded, resulting in the flooding
of properties. The Planed projects are:
How long it will take
• Project being implemented in phases as budget allows. Busy
implementing phase 11 of 15.
Who will benefit
• Ward 26,27,28
Commentary on Budget
No information
KPIs (Performance Measures)
• Km of stormwater drainage installed
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How this will be done
FY 2016/17
• Phased implementation continued
Capex
• R3M
FY 2017/18
• Phased implementation continued
Capex
• R4M
FY2018/19
• Phased implementation continued
Capex
• R2M
FY2019/20
• Phased implementation continued
Capex
• R5M
FY2020/21
• Phased implementation continued
Capex
• R5M
Bulk Stormwater Infrastructure-NU31
Why this project
• The Housing Development planned for Motherwell NU31 requires bulk
stormwater infrastructure for the development to discharge into. This
project therefore needs to be completed before servicing of the sites to
prevent any flooding occurrences
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How long it will take
• The Project will be implemented in phases as budget becomes available.
Who will benefit
• Future residents of NU31
Commentary on Budget
• Additional funding is required as estimated total project cost is currently
R40 million
KPIs (Performance Measures)
• Km of stormwater drainage installed
How this will be done
FY 2016/17
• The consulting engineer has been appointed to complete the planning
and design of the project.
Capex
• R1M
FY 2017/18
• As a result of the current funding allocation, the construction will be
implemented in a phased approach. It is envisioned that construction will
commence in the 2017/18 financial year. Subject to environmental
authorisations being obtained.
Capex
• R5M
FY2018/19
• Project should commence in January 2018 and continue into the new
financial year of 2019 to allow for continuity of construction.
Capex
• R5M
314
FY2019/20
Phased construction
Capex
R25M
FY2020/21
Phased construction
Capex
R25M
Cannonville/Colchester Stormwater Improvements Pro ject cost R32m
Why this project
• To minimize flooding and reduce the risk of loss of life and damage to
property
How long it will take
• 5Years
Who will benefit
• Community on Colchester/Cannonville
Commentary on Budget
• Insufficient Budget on 2nd and 3rd years
KPIs (Performance Measures)
• No Information
How it will be done
FY 2016/17
• Awarded Service Providers (R2,5m)
315
FY 2017/18
Awarded Service Providers (R5m)
FY2018/19
• Awarded Service Providers (R5m)
FY2019/20
• Action Plan
• Estimated R6m
FY2020/21
• Action Plan
• Estimated R6m
Access Road to Chatty Developments
Why this project
• Access to the new Human Settlement area of Chatty and Jachtvlakte
How long it will take
• Phased construction
Who will benefit
• All residents of the area
Commentary on Budget
• No Information
KPIs (Performance Measures)
• km of tarred roads
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How this will be done
FY 2016/17
• Tenders to awarded in August 2016
Capex
• R8M
FY 2017/18
• Continuation of construction
Capex
• R5M
Y2018/19
• Continuation of construction
Capex
• R10M
FY2019/20
• Implementation of the next phase
Capex
• R8M
FY2020/21
• Completion of the project
Capex
• R10M
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Glen Hurd Drive Upgrading
Why this project
• Access to the new Fairview human settlement area and to reduce traffic
congestion on William Moffett.
How long it will take
• Five years
Who will benefit
• All users of 3rd Avenue in Glen Hurd
Commentary on Budget
• Dependant on budget availability
KPIs (Performance Measures)
• Km of tarred roads
How it will be done
FY 2016/17
• Tender and procurement phase
Capex
• R4M
FY 2017/18
• Planned construction to start in a phased approach
Capex
• R9M
FY2018/19
• Phased construction
318
Capex
• R9M
FY2019/20
• Phased construction
Capex
• R20M
FY2020/21
• Phased construction
Capex
• R30M
Construction of Bloemendal Arterial
Why this project
• To give access to Khayamnandi, Joe Slovo, Chatty and Jachtvlakte new
human settlement areas
How long it will take
• Four Years
Who will benefit
• All residents in the surrounding area
Commentary on Budget
• Phased implementation dependant on budget
KPIs (Performance Measures)
• Km of tarred roads
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How it will be done
FY 2016/17
• EIA process underway
Capex
• R2M
FY 2017/18
• Phased construction start
Capex
• R3M
FY2018/19
• Continuation of phased construction
Capex
• R3M
FY2019/20
• Continuation of phased construction
Capex
FY2020/21
• Continuation of phased construction
Capex
• R20M
Joe Slovo Bridge
Why this project
• To provide greater access and improved standard of living for residents
of Joe Slovo, as well as the Joe Slovo Primary School.
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How long it will take
• 3 years starting in 2018
Who will benefit
• Residents of Joe Slovo
Commentary on Budget
• No Information
KPIs (Performance Measures)
N/A
How this will be done
FY 2016/17
Action Plan
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
• Start construction
Capex
• R25M
FY2019/20
• Completion of construction
Capex
• R20M
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FY2020/21
• Action Plan
Capex
Wells Estate Access Road
Why this project
• To provide greater access and improved standard of living for residents
of Wells Estate.
How long it will take
• 3 years starting in 2018
Who will benefit
• Residents of Wells Estate
Commentary on Budget
KPIs (Performance Measures)
• Km of tarred roads
How will this be done
FY 2016/17
Action Plan
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
• Start construction
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Capex
• R2.5M
FY2019/20
• Continuation of Phased construction
Capex
• R10M
FY2020/21
• Completion of construction
Capex
• R10M
Upgrading of Fountain Road - Walmer Township
Why this project
• Fountain Road is the main access to Walmer Townshipship
How long it will take
• 2 Years
Who will benefit
• The whole Walmer Township community and Worldwide visitors to the
Township
Commentary on Budget
• Sufficient Budget for 1st phase of upgrading
KPIs (Performance Measures)
• No Information
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How it will be done
FY 2016/17
• Awarded contractors/Service providers (R4m)
FY 2017/18
• Awarded contractors/Service providers (R5m)
FY2018/19
Action Plan
0
FY2019/20
Action Plan
0
FY2020/21
Action Plan
0
Seyisi Square & Daku Square upgrade
Why this project
• Activist Memorial
How long it will take
• Spread over 3 years
Who will benefit
• Metrowide communities and Worldwide Visitors
Commentary on Budget
• No Information
• KPIs (Performance Measures)
• No Information
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How it will be done
FY 2016/17
Action Plan
No Information
R3m
FY 2017/18
Action Plan
R1m
FY2018/19
Action Plan
R1m
FY2019/20
Action Plan
0
FY2020/21
Action Plan
0
Traffic Calming Measures
Why this project
• To control traffic and make the NMB Metro roads safer for pedestrians
and other road users
How long it will take
• Ongoing/continuous
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Who will benefit
• All Metro communities and Worldwide visotors
Commentary on Budget
• Budget provision is continuous
KPIs (Performance Measures)
No Information
How it will be done
FY 2016/17
• Awarded Service Providers (R4m)
FY 2017/18
• Awarded Service Providers (R4m)
FY2018/19
• Awarded Service Providers (R4m)
FY2019/20
• Awarded Service Providers (R5m)
FY2020/21
• Awarded Service Providers (R5m)
Rehabilitation of Verges and Sidewalks - Northern A reas
Why this project
• The verge infrastucture in the Northern areas is very old and falling
apart, which create many pothole and erosion on the verges which is a
danger to pedestrians
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How long it will take
• Ongoing
Who will benefit
• Not just the residents of the area ,but also all people from the Metro
and visitors
Commentary on Budget
• Yearly budget provision must be retained to catch up with backlogs
KPIs (Performance Measures)
No Information
How it will be done
FY 2016/17
• Awarded Service Providers (R1m)
FY 2017/18
• Awarded Service Providers (R1m)
FY2018/19
• Awarded Service Providers (R1,5m)
FY2019/20
• Awarded Service Providers (Estimated R1,5m)
FY2020/21
• Awarded Service Providers (Estimated R1,5m)
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5.11 SPECIAL PROGRAMMES DIRECTORATES
5.11.1 Guiding Principles
The Directorate will facilitate and implement a various Special and Strategic
Programmes and Projects. Resource mobilisation will form part of the Directorate
core activities. The mandate spans over three Areas i.e. Motherwell, Hullenvale and
Walmer Township but not limited to. The Directorate will also attend to Hot – Spot
Areas and co- ordinate the resolution of service delivery challenges.
5.11.2 Commentary and Background
5.11.2.1 Legal and Policy Perspective / Strategy:
• Provincial Strategy
• 2014 Council Resolution
• 2015/16 IDP
• BEPP as approved in 2014/15
• Human Settlements Strategic Framework adopted in 2012 identifies
Motherwell as both Urban Renewal Precinct and Spatial Transformation
Precinct
• Small Towns Rejuvenation Strategy/Programme
• Poverty alleviation Programme –Eastern Cape - EXCO resolution w.r.t.
Walmer and Hellenvale Townships
5.11.2.2 Background: External Environment Analysed
• The country's sluggish economic growth in the recent years, compounded by
the slow recovery in the financial markets particularly in Europe is beginning
to negatively impact the Public purse.
• Mostly affected are the country areas designated as Metropolitan
Municipalities (the continued urban population growth as outlined in the IUDF
also emphasises the point).
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• The Mid Term Budget Policy Speech places an unprecedented priority on the
role of Cities in faster, more inclusive economic growth and specifically
emphasises the importance of Structural Reforms to reshape the urban
environment through Integrated Spatial Planning, revive Investment in
affordable housing in partnership with private sector and the expansion of
municipal debt market -(Minister of Finance, 2014/15 MTBPS).
• The up surge of NGO's taking Government through Courts in pursuit of the
Second Generation Rights, housing, water, education, access to electricity,
safety and clean environment. The well documented challenges of
unemployment and poverty amongs the Youth.
5.11.2.3 Poverty eradication - War on Hunger
Programmes and Projects
• Food Security
Audit and identify households with backyard gardens. Through the Department of
Agriculture, donate seeds, hosepipes, wheelbarrows and other tools. Encourage the
community to establish ploughing fields and small gardens in schools.
• Co-ordinate support for Old Age Homes and other Hom e- Based Care
NPOs.
Link each to a Sponsor to ensure on going support.
• Early Childhood Development Centres
Physically Audit and conduct a needs analysis of all ECDC in the two Wards.
Mobilise Private sponsors and investors to invest in ECDC's.
• Establish Ward based Anti - Poverty War Rooms in th e NMBM
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5.11.3 Swot Analysis
Strengths
• The experience and existence of cross - multi sectoral relationships and i.e.
Sector Departments, Private Sector and Multinational Institutions.
• Experienced in working with community and community based Structures in
delivering the agreed objectives.
• Understanding and managing the interface between Politics and
Administration in pursuit of agreed objectives.
Weaknesses
• The Directorate is not capacitated fully i.e does not have the Executive
Director to strategically lead the Directorate.
• Uncertainty about the mandate of the Directorate compounded by the fact that
the Directorate ventures in areas gray areas i.e. unfunded programmes,
support to NPO's, Support to Education and ECDC, Health Programmes viz
HIV and AIDS, Support to Sporting organisations and SAPS initiatives.
• The lack of cutting edge skills to undertake the multiplicity of projects.
Opportunities
• Increasing Government appetite to fund projects aimed at Job creation and
Youth empowerment
• National Government's focus on NMBM i.e. the quest to fund community
based projects. Motherwell's proximity to COEGA IDZ.
• The multi - billion Rands Investment in projects that are in Motherwell i.e.
PRASA Rail line, NuWay housing development, Development through BEPP
and integration zones. Draft policy, IUDF - Area Based Management.
Threats
• Lack of appreciation or support of township based development.
• Rigid municipal funding protocols w.r.t. soft social programmes and crime
diversion.
• The prevailing perception that the Unit is no longer relevant and necessary.
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5.11.4 Projects / Outputs (Five Year Programme: 201 6 - 2021)
Facilitate both the Development of Social Housing a nd Bonded Stock
Why this Project?
• The objective of the project is to trap the economical active population within
Motherwell area. This will positively impact on the economy of the area.
Budget - Will be provided by Human Settlemts Directorate
Facilitate the eradication of all shack areas in Mo therwell - low cost housing
development in NU 29,30 and 31
Why this Project?
• In keep with the government's commitment i.e. eradication of shack and buket
system.
Budget - Will be provided by Human Settlements.
Facilitate the development of Motherwell rail line in collaboration with PRASA
and relevant stakeholders
Why this Project?
• PRASA is implementing the National Policy and programme i.e. proving safe,
affordable and reliable transport mode. This will impact in the local economy.
Budget for the Project
• The stated budget for the project is R1.3 billion by PRASA.
Facilitate the establishment of the Private Hospita l in Motherwell
Why this Project?
• To bring high quality health care close to the communities. In preparation for
NHI implementation. Currently Motherwell does not have a fully flagged
hospital.
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Budget for the Project
Private partnership: The Investors will invest their own money.
Development of Markman Industrial Area, Swartkops a nd Deal Party. Face lift
and beautification of the environment, Development of pedestrian walk ways,
installation of CCTV and street lighting.
Why this Project?
• The three areas are close or are in the township, to realise the live, work and
play commitment, employment has to be created in these areas. To attract
more investors and provide a safe environment for all for business to thrive.
Budget
• Not allocated yet.
Facilitate the establishment of the Technical Colla ge (FET) inMotherwell
Why this Project?
• The need for this facility is huge i.e technical skills are in great need and the
youth is unemployed. Currently Motherwell Youth commute between town and
Motherwell at great cost.
Budget
• Will come from the Dept. of Higher Education.
Facilitate the development of the new fire service station in Motherwell.
(relocate staff from the old and dilapidated shed t o the new facility)
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Why this Project?
• Motherwell, Coega IDZ, N2 as well as the industrial areas are in need of the
Fire Services. To protect the investments made and human lives. Limit the
response time to emergencies
Budget
• Not allocated yet
Undertake Precinct Planning to enhance local econom ic development and the
effective implementation of BEPP - project priority list and direct impact
Why this Project?
• In terms of BEPP, Motherwell area is a Catalytic Project, to realise that a New
Precinct Business Plan has to be done. The business plan will identify the
economic productive projects and also prioritise them in order of their impact.
It is a requirement of both NMBM and National Treasury.
Budget
• R800 000
Empower Youth and unemployed through, training, cri me diversion
programmes and sports development.
Why this Project?
• Not all young people will succeed through normal Schooling system. Will need
to create an environment that is crime free through sporting and Arts and
culture activities.
Budget
• Not allocated yet.
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Completion of Phase two of Motherwell Traffic and L icensing Centre.
Why this Project?
• The Project will provide Traffic and licensing services to the community of the
Metro. It will also increase revenue for the Metro also. To be noted this is not
a new project.
Budget
• 19 million
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5.12 SAFETY AND SECURITY
5.12.1 Guiding Principles
Metro Police Service
Objective is to conduct a cost effective and affordable Metro Police Service
implemented by 2016/17.
- Implementation of a by law enforcement strategy
- Implementation of a crime prevention strategy
- Implementation of a Traffic enforcement plan
Fire and Emergency Service
• Save life and protect property
• Efficient and Effective response
• Creation of a fire safe environment
• Implementation of Fire safety strategy
Disaster Management Service
• Integration of institutional plan
• Integrate disaster management strategy
• Meeting of Disaster Risk assessment objectives
• Ensure Risk Assessment implementation plan
• Disaster risk reduction objectives
• Implementation of disaster risk plan
• Response and recovery Strategy
• Implement response and recovery plan
5.12.2 Commentary
Brief Background and challenges
Environment is highly regulated, Human Resource dependent and highly politicked.
Budgetary and Human resource constraints.
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5.12.3 Directorate Overview
Engage continuously with labour and politicians to resolve the above.
5.12.4 Brief SWOT analysis
Strengths
Interpreted cooperation,
Community programmes,
Effective repose to emergencies,
Effective training centres, Institutional memory.
Weaknesses
Weak CCTV control
Poor by law enforcement
Unresolved labour issues
Poor discipline
Lack of HR capacity
Opportunities
CCTV
By law enforcement
Succession planning
Effective disciplinary measures
Improve Communication
Team building
Skills development
Threats
Labour unrests
Budgetary constraints
Ageing workforce
Unresolved labour cases
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5.12.5 Projects/ Outputs
Additional EDL centres
Why this project
• Improved service delivery
How long it will take
• Unknown
Who will benefit
• All Wards
Commentary on Budget
• R90 000 000
KPIs (Performance Measures)
• No Information
How it is done
FY 2016/17
Action Plan
No information
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
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MPS 8 Precincts
KPIs (Performance Measures)
Why this project
• Effective service delivery
How long it will take
• 5yrs
Who will benefit
• All wards
Commentary on Budget
• R225 000 000
KPIs (Performance Measures)
• No information
How it is done
FY 2016/17
Action Plan
Capex
FY 2017/18
Action Plan
Capex
Additional Fire stations
KPIs (Performance Measures)
Why this project
• It is legislated
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How long it will take
• yrs
Who will benefit
• All Wards
Commentary on Budget
• R400 000 000
KPIs (Performance Measures)
• No information
How it is done
FY 2016/17
Action Plan
No information
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
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SS Fleet Replacement
Why this project
• Replace ageing fleet
How long it will take
• 5 yrs
Who will benefit
• All wards
Commentary on Budget
• R400 000 000
KPIs (Performance Measures)
• No Information
How it will be done
FY 2016/17
Action Plan
No Information
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
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Capex
FY2020/21
Action Plan
Capex
Additional Disaster Satellite stations
Why this project
• Legislated
How long it will take
• 5 yrs
Who will benefit
• All wards
Commentary on Budget
• R10 000 000
KPIs (Performance Measures)
• No information
How it will be done
FY 2016/17
Action Plan
No information
Capex
FY 2017/18
Action Plan
Capex
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FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Techno
Why this project
• Improved service delivery and communication
How long it will take
• yrs
Who will benefit
• All Wards
Commentary on Budget
• R100 000 000
KPIs (Performance Measures)
• No information
How it will be done
FY 2016/17
Action Plan
No information
Capex
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FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Strategic Surveillance
Why this project
• Upgrade and supplement current Tech
How long it will take
• 3 years
Who will benefit
• All wards
Commentary on Budget
• R 2 000 000
KPIs (Performance Measures)
• No information
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How it will be done
FY 2016/17
Action Plan
No information
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
Shooting Range
Why this project
• Legislated
How long it will take
• 3 yrs
Who will benefit
• All wards
Commentary on Budget
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• R20 000 000
KPIs (Performance Measures)
• No information
How it will be done
FY 2016/17
Action Plan
No Information
Capex
FY 2017/18
Action Plan
Capex
FY2018/19
Action Plan
Capex
FY2019/20
Action Plan
Capex
FY2020/21
Action Plan
Capex
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5.13 SPORTS, ARTS, RECREATION AND CULTURE
5.13.1 Guiding Principles: Arts and Culture
• The intention is to establish Nelson Mandela Bay as South Africa’s capital for
Cultural and creative industries.
• To create a conducive environment for the implementation of strategies
inclusive setting up infrastructure and programing to develop sustainable the
cultural and creative industries, as well creating strategic platform opportunities
to showcase local talent that will in turn encourage a viable cultural economy.
• To develop of sustainable arts and culture precincts:
o (New Brighton) The Red Location should be fully developed (the final two
institutions, the Performing Arts Complex and the School for the Arts,
being built) and all five institutions operating at an international level.
o Feather Market Centre/ atheneum/ opera House/ Nelson Mandela
Metropolitan Art Museum/ route 67 and other facilities to form a cultural
precinct in town (central) and to be developed to the best potential to
become world class facilities
• To develop sustainable relationships with cultural institutions in the city
(inclusive of sister city agreements):
• The Opera House either working in synch with the Metro programme, or
becoming part of the Metro’s cultural profile.
• South End Museum programs aligned to heritage program of NMBM
• Establish city to city agreements related programs with identified outputs
• To develop sustainable heritage:
• Ensuring safe, well maintained and active heritage sites for:
o Liberation route
o Active, well maintained Heritage sites around the Metro
o Advocacy and awareness programing
o Memorialization of eminent histories through creation of sites, research
and lectures
o Renaming of municipal assets
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• To develop Community Arts Centers being established and run in the Red
Location, Port Elizabeth’s Northern Areas, Kwa Nobuhle and Motherwell.
These are to be community incubators for the arts, with the best offerings
going on to perform in the Red Location and the Opera House.
• Repatriation and reburial of fallen heroes
5.13.2 Guiding Principles: Sport and Recreation
That the three major sports (Football, Rugby and Cricket) have top-level and
successful teams in their premier leagues with Football and Rugby centered at the
NMBM stadium and cricket at St George’s Park.
• Development of one synthetic pitch for hockey and one for football per year;
• Promotion of active and healthy lifestyles through sport and recreation
programs;
• Using sport as a tool to promote campaigns and awareness;
• Promotion of sport and recreation programs that contribute to mass
participation and social cohesion;
• Use of environmentally sustainable methods for irrigation, electrification and
pitch maintenance at sport facilities;
• Access to well maintained, well managed, safe and secure facilities;
• Focus on the development of 7 sporting precincts that will attract major
national and international sporting events;
• Need for centralized automated facility booking system
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5.13.3 Guiding Principles: Beaches, Resorts and Ev ents
• To provide safe, clean, user friendly and world class recreational facilities and
infrastructure through the provision of Blue Flag beaches
• The development and co-ordination of Aquatic Awareness and Safety
Programmes NMBM shark research and planning program in order to
establish a white shark management and recreational safety plan for the
NMBM.
• To upgrade, develop and maintain coastal recreational amenities;
• To upgrade, develop and maintain Resorts into safe, clean and user friendly
facilities where recreational environments are created for families and
community pride is increased;
• To drive the social cohesion, economic development, social infrastructure,
and wellness of Nelson Mandela Metropolitan’s citizens through the strategic,
well-aligned management of the city’s sport, arts, culture, heritage, libraries,
beaches, resorts and recreation infrastructure, programme;
• To position the NMBM as a tourist destination and events capital of South
Africa through the hosting of events.
• To provide guidance to event organizers so that they can be able to comply
with SASREA, 2010 in staging safe and successful events.
• Ensuring planned and unplanned maintenance, security of all SRAC
infrastructure inclusive of surveillance cameras, 24 hour security systems,
rapid response.
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5.13.4 Commentary
Brief Background and Challenges
Sport, arts, cultural and recreational activities are key mechanisms for transforming
society, building social cohesion and economic well-being. These sectors have the
ability to generate employment, promote economic development, and build national
pride. However, significant disparities still exist throughout local communities and the
full benefits of activities focusing on sports, recreation, arts and culture have not yet
been realized. More effort required to leverage business advantage at the disposal of
the city such as partnerships, skills base knowledge to attract investment that would
add to create an enabling environment for NMB sport, recreational and cultural
tourism to thrive.
In recognition of the Nelson Mandela Bay as a global city the Directorate has
identified the following key drivers:
• Social Cohesion
• Economic Development
• Sustainable Infrastructure
• Citizen Wellness
• Opportunity Platforms
The abovementioned key drivers will be used to inform the following strategies that
aim to cultivate a culture of excellence and develop a sense of “championship”
amongst citizens of Nelson Mandela Bay as identified below:
• The Capable City: building the institutional capacity and capability of the
SRAC team to enable delivery of the team’s mission.
• The Creative City: a city that nurtures its creative talent and provides
platforms for that talent to thrive, and for citizens to enjoy.
• The Informed City: a city that is well-informed, where libraries are nodes of
reading, learning and information.
• The City of Legends: a city that celebrates its heritage and creates new
legends.
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• The Vibrant City: a city with vibe; a city that is alive.
• The Active City: a city on the move, where citizens pursue their interests, a
city that promotes opportunities for citizen wellness.
• The Leisure City: a city that invites citizens and visitors to utilize its natural
and built environment to seek opportunities for slowing down, taking time
off for things that matter, getting the work-life balance right.
The Directorate consists of the following sub-direc torates:
Sport and Recreation
The provision and maintenance of adequate facilities is paramount in creating an
enabling environment for sport at school, club and federation levels in order to
achieve the strategic objectives outlined in the National Sport and Recreation Plan. It
would therefore be important for the institution to develop an accurate Geographical
Information System (GIS) based network of all facilities within the Metro. In order to
respond to the need of every sporting code, the Nelson Mandela Bay Municipality
must provide adequate infrastructure to cater for the various federations affiliated to
the NMB Sports Council.
The promotion of active and healthy lifestyles amongst citizens by providing mass
participation opportunities through Active Recreation. Creating an enabling
environment by ensuring that sport and recreation is supported by adequate and
well-maintained infrastructure. Using sport as a tool to promote campaigns and raise
awareness on issues like crime, drug and alcohol abuse, HIV and AIDS; Gender
equality, etc.
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Beaches Resorts and Events
The Sub-Directorate Beaches, Resorts and Events Management aims to position
Nelson Mandela Bay as a destination of choice to both investors and tourists, to
promote the city as the preferred events and Water Sports Capital. The strategic
plan of the Sub-Directorate also includes the development, upgrading and
maintenance of recreational facilities mainly focusing on Beaches and Resorts into
clean and safe world class facilities that will promote a sense of pride from the
Nelson Mandela Bay residents through the stimulation of the local economic and
therefore contributing to the reduction of poverty. This is achieved through:
• Leveraging the city’s natural, built and heritage assets as a platform on
which to build this mission.
• Utilizing and nurturing its citizens own interests, talents and that of the
community to mobilize this mission.
• Investing in keystone projects and program to launch this mission.
• Facilitating delivery amongst the associated and mutually responsible
agents to effect this mission.
5.13.5 Directorate Overview
Sport and Recreation: Beaches, Resorts and Events m anagement
Beaches
The NMBM has only four permanent lifeguards responsible for Beach Protection
services for the entire 120 km of the Municipality’s coastline. Optimal service delivery
requires a staff complement of at least 32 additional lifeguards, this would provide
and ensure the protection of at least 16 bathing areas that cover the Municipality’s
coastline. The moratorium placed on recruitment made it impossible to recruitment
new lifeguard. Theree is also the challenge of insufficient budget allocation for
rescue equipment
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Events Management
• There is a critical shortage of staff for Events Management.
• The section has one Assistant Director assisted by graduate interns who are
on limited contracts. The office in addition to reviewing event proposals has to
ensure that compliance issues are taken into account during the staging of
events. The office is seriously under-staffed and is currently compromised
with regards to being able to deliver an effective and efficient service.
Springs Resort
• The Springs Resort which is operated by the Municipality is also severely
under staffed -
• Acting Admin clerk - responsible for operational functions in the resort are
• Temporary Clerical Assistants - deal with administrative issues. This has
implications for the Municipality in terms of income that could be generated as
a revenue stream.
• Existing organogram does not take the operational needs of the Resort into
account – these will be factored in on the new micro-structure
Arts, Culture, Heritage and Libraries
Libraries
Public Library and Information Service provides resources in various formats to the
entire population of the metropolitan area and the varied communities that abide
therein, to foster a life-long reading culture. The Library and Information Service
implements programs that inculcate a strong sense of pride in and knowledge of all
aspects of culture, heritage and the arts, while building mutual respect, tolerance and
intercultural exchange, as well as to facilitate the emergence of a shared cultural
identity characterized by diversity. Libraries are centers for reading, learning and
information and it is therefore critical to ensure the improvement of infra structural
requirements that will enable the citizens of the metro to access information with
ease.
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Arts, Culture and Heritage
Arts, Culture and Heritage have the ability to promote social cohesion and cultural
tourism. The development of sustainable infrastructure, as well as the arts collective,
provides a conducive environment for the creative sector. For Nelson Mandela Bay
to become a city of the well being of its citizens as well as attracts opportunities for
economic growth, whether through incoming investment projects or programs or
outward export of excellent talent driven product:
Creative talent within Nelson Mandela Bay must be nurtured and platforms to
showcase this talent created for the enjoyment by its citizens and beyond.
Opportunities to develop the creative potential that sits underdeveloped, to propel
the creative activity within the city, affecting a vibe within the city, will contribute
positively towards the tourism and economic growth of new creative industries as
driven by the citizen of the metro.
Heritage must be preserved, conserved and activated through the establishment of
resources within the city that must be well managed, maintained, used and
celebrated. Furthermore, the liberation heritage resources within the city that are
have been and must still be developed, should form part of the National Heritage
Liberation Route where over a longer term period, the objective would be to create
an opportunity for the resources to be recognized as world heritage resources.
The added advantage of being the Nelson Mandela Bay Municipality lends itself to
the nurturing of the history of the legends and the legacy of Tata Mandela through
initiatives that will drive social cohesion through Arts and culture initiatives.
Nelson Mandela Bay has two Museums and an Art Gallery, namely the Red Location
Museum of Struggle and the Nelson Mandela Metropolitan Art Museum and Red
Location Art Gallery.
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The two Museums’ are internationally acclaimed and award-winning facilities whose
major contributions are to collect, preserve and exhibit and foster an understanding
and enjoyment of works of art. The art collections, which are of national significance,
are to be recorded on the database of the SA Heritage Resources Agency, in
preparation for a formal nomination to have the collections declared a National
Cultural Treasure. The provision of suitable accommodation for the Art Museum’s
collections is a matter that needs urgent attention, and provision for the development
of a new Art Museum building that will meet the International Council of Museums’
professional standards is a priority. In preparation for the upgrading of the Art
Museum it will be necessary to conduct an in-depth study of the Museum’s
operational requirements over the next 5 years.
The identification, development, sustainability of Cultural Precincts is a responsibility
that NMBM implements as part of establishing infrastructure as well as other
significant spaces where both creative and cultural industries find expression that in
turn encourage the tourism industry. Identification and marketing of these precincts
in the metro is work in progress wherein a precinct may have within any of either,
memorial/ heritage site, cultural/art center, theatre, museum, heritage/ art route,
library etc. currently established are Red Location Precinct is that consists of the
Museum, Art Gallery and Digital Library in their essence embraces ongoing
intellectual engagement, affirming indigenous knowledge and critique, and focus on
the memorializing and depiction of the region’s Apartheid legacy into contemporary
histories.
The Red Location Cultural Precinct has in the recent past faced enormous
challenges as precipitated by community protests related to the housing rectification
process. The Directorate has taken firm action to ensure continued delivery of art,
culture and heritage programs to artist and the public alike. This is encapsulated in
the idea that a majority of citizens in the city have some familial or historical link with
Red Location and that the Precinct as idea should live outside its own walls.
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5.13.6 Brief SWOT analysis
Strengths
• Strategic city events are growing
• SRAC programs that play a unifying role to promote social cohesion,
economic development and nation building (local and international impact)
• SRAC infrastructure through out the Metro (355 facilities) catering for wide
range uses
• Established SRAC structures to promote active citizen participation
• Internationally (world class) rated facilities
Weaknesses
• Inappropriate task job evaluation on job descriptions
• Insufficient security measures at all facilities
• Misalignment and integration of strategies between tears of government and
municipal directorates
• Job description not congruent with service delivery mandate of SRAC
• Lack of effective marketing/communication strategies/ dialogue processes to
ensure efficient information dissemination about SRAC initiatives
• Insufficient alignment of business processes to ensure realization of SRAC
strategies:
o capable city
o creative city
o informed city
o city of Legends
o vibrant city
o active city
o leisure city
Opportunities
• SRAC output contributing to successful destination marketing
• Partnerships with business/ civil society/ educational institutions
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• City to City partnerships for information sharing/exchanges
• Development of the liberation sport and cultural tourism.
• Attract international and national events - values Nelson Mandela.
• Weather & coastal area conducive to attract visitors to grow the city in to a
water sport capital of Africa
Threats
Poor asset management
Vandalism at SRAC facilities
Unfunded mandates
Insufficient budget to support SRAC priorities of SRAC
Impact of community protests on hampering service delivery
Loss of institutional memory
High vacancy rate
5.13.7 Projects / Outputs
Satellite libraries established at Wells Estate, Go van Mbeki and Soweto On Sea
Why this project
• To enable the provision of a library service where there is none.
How long it will take
• A year to convert existing spaces at facilities into libraries;
Who will benefit
• Communities in the surrounding wards;
Commentary on Budget
• Budget to be availed
KPIs (Performance Measures)
Number of Arts, Culture and Knowledge Facilities Developed.
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FY 2016/17
Action Plan
• Item to portfolio committee
• Develop Terms of reference
• Submit it Bid Spec committee on approval advertise tender
• Compulsory briefing meeting
• Tenders close
• Pre-evaluation
• Technical evaluation (bid eval com)
• Bid evaluation committee
• Bid adjudication committee
• Appointment letter
• Service level agreement
• Contract id number
• Briefing meeting with service provider/ consultants
Budget
• R2,5 million required (new Vote)
Planning and Design for Uitenhage and Motherwell an d Northern Areas Art
Centres
Why this project
To provide centers where the creative sector can practice, develop express their
talent/work/creativity and the audience can come to appreciate.
How long it will take?
• Three financial years
Who will benefit
• The creative and resident communities as well as the metro-wide audience
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Commentary on Budget
• Only 2 million currently allocated for planning (budget to construct the 2017/17
required)
KPIs (Performance Measures)
• Number of Arts, Culture and Knowledge Facilities Developed
FY 2016/17
• Item to portfolio committee
• Develop Terms of reference
• Submit it Bid Spec committee on approval advertise tender
• Compulsory briefing meeting
• Tenders close
• Pre-evaluation
• Technical evaluation (bid eval com)
• Bid evaluation committee
• Bid adjudication committee
• Appointment letter
• Service level agreement
• Contract id number
• Briefing meeting with service provider/ consultants
R2 million budgeted in 2016/17 for Motherwell art center, further budget
required
FY 2017/18
• Item to portfolio committee
• Develop Terms of reference
• Submit it Bid Spec committee on approval advertise tender
• Compulsory briefing meeting
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• Tenders close
• Pre-evaluation
• Technical evaluation (bid eval com)
• Bid evaluation committee
• Bid adjudication committee
• Appointment letter
• Service level agreement
• Contract id number
• Briefing meeting with service provider/ consultants
• construction budget required for phase 1
FY2018/19
Action Plan: continued construction on approved project plans for phase 2
Construction budget required for phase 2
100% Completion of Phase 2: Mendi Multi Purpose Cu ltural Centre
(R19 450 000)
Why this project?
• To provide centers where the creative sector can practice, develop express
their talent/work/creativity and the audience can come to appreciate.
How long it will take?
• One financial year
Who will benefit
• The creative and resident communities as well as the metro-wide audience
Commentary on Budget
• R19 855 mil required to complete phase 2
KPIs (Performance Measures)
• Number of Arts, Culture and Knowledge Facilities Developed
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FY 2016/17
• Continued construction on approved project plans for phase 2
Budget
• R19 855 mil required for construction of phase 2
90% Completion of heritage memorials (PEBCO3 and C OSAS 2, Northern
Areas, Rivonia Sculpture)
Why this project
• To preserve heritage through memorialisation on suitable site for
remembrance of significant historical incidences that will contribute to the
liberation heritage route of NMB
How long will it take?
• One financial year
Who will benefit
• The city through tourism and interaction programs that may include education
institutions
Commentary on budge
• Further budget required
KPIs (Performance Measures):
• Number of Arts, Culture and Knowledge Facilities Developed
FY 2016/17
Continued construction on approved project plans for phase 2
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40% Completion of Phase 2: Main Library
Why this project?
Rehabilitation of the library in order for the facility to open to the public to provide
service
How long will it take
• Two years should budget be availed
KPIs (Performance Measures)
• Number of Arts, Culture and Knowledge Facilities Developed
FY 2016/17
Budget
Libraries rehabilitated
• Art Works acquired for the Museums
• Planning for the development of the Mandela Peace monument: Motherwell
• Planning and design for Red Location Performing Arts Centre
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Number of local partnerships entered into to profil e art, culture and knowledge
of Nelson Mandela Bay
Why this project?
• to ensure that the local arts institutions service the arts communities and
public in alignment to the expectations of the sector and strategic outcomes
that will advance the vision of the city
• Action Plan presentation ant internal events committee standing committee
mayoral council resolution SLA meeting service provider implementation and
SLA monitoring
Number of international partnerships entered into t o profile sport recreation
arts, and Culture of Nelson Mandela Bay
To ensure that the international sister city agreement are serviced in order to
advance the arts communities in alignment to the expectations of the sector and
strategic outcomes that will advance the vision of the city
Number of programs implemented to promote social co hesion, development,
participation and excellence through arts, culture and knowledge
To ensure community participation and beneficiation of communities from programs
and services
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CHAPTER 6: FINANCIAL ALIGNMENT, SUSTAINABILITY AND VIABILITY
6.1 World Class Department of Budget and Treasury
The goals of the Nelson Mandela Bay Department of Budget and Treasury are to
greatly improve efficiency and systems, thereby making BandT an incubator of talent
and a place when large municipal bonds can be launched successfully.
Work with DBSA’S promise to draw in Department of Finance help establish a top-
drawer Treasury Department for BandT
This Treasury should be able to float municipal bonds - possibly R2.5 billion in bonds
over 5 years.
Establish within this Treasury a fundraising facility, to more adequately raise grant
funding, and to provide crowd-funding opportunities
Replacements for senior staff that leave to be registered Chartered Accountants.
Thereafter approach SA Institute Chartered Accountants to have Treasury registered
to allow youngsters to do articles towards CA qualification in the Treasury.
Fully explore possibility of buying the new Post Office building to house Treasury as
it has an excellent banking hall and 400 parking bays. Consolidate all Treasury
departments from leased premises therein, and all NMBM departments in leased
premises rehoused in today’s Budget and Treasury space.
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Focus areas are as follows:
• Fully assess the possibility of stopping billing Sanitation and Refuse Removal
separately as services, and instead include their costs in Rates levied.
• New Revenue Possibilities
• Assess revenue possibility of project converting landfill gas into electricity.
• Assess wi-fi distribution opportunities
• Workshop on possible sources of funding road-repairs.
• Assess revenue possibilities of selling land
• Assess new ways of running the Football Stadium less expensively.
• Restricting Losses
• Bring electricity losses to < 10%, and illegal connections eliminated.
• Bring water losses to <20%.
• Continue with one-on-one Budget Monatoring exercise as now
• Revamp Supply Chain Management Office to halve the time tenders are
processed, and to ensure that all necessary tenders are placed timeously.
No tender is to take longer than three months from advertisement to award.
6.2 Long-Term Financial Planning
As planning is an exercise in vision creation thereafter and financial reality, it is
proposed that the central planning institution of the NMBM be housed in the
Treasury, and the IDP and Financial Plans be created therein.
Council’s Cash Holding to be better invested to make more substantial returns.
6.3 Metro Administration and Good Governance:
The broad goals are to eliminate corruption within the Nelson Mandela Bay
Municipality, and to greatly improve the productivity, work ethic and quality of Metro
administration, and effective communications with Metro residents and stakeholders.
Processes here will include:
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- Council is to meet 10 times per year on a fixed calendar with no
disruptions.
- Mayco is to meet at least every second week on a fixed calendar.
- Portfolio Committee Meetings and Municipal Public Accounts
Committees
- All Portfolio Committees are to meet 10 times per year on a fixed
calendar.
- Troika meetings are to be called by the Chief Whip on a fixed calendar
with exceptions on agreement.
- The Audit Committee is to meet four times a year on a fixed calendar.
Audit Action Plan: In order to clean up our administration and ensure a good audit
result, the Nelson Mandela Bay Municipality will meet regularly with the Auditor
General’s staff, in terms of an agreed agenda. The Audit Action Plan will govern
this process and will be agreed between the parties.
6.4 Operating Budget
(no data is available)
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CHAPTER 7: INTEGRATED PERFORMANCE MANAGEMENT
7.1 Introduction
Performance management holds the key to the successful implementation of the
Municipality’s Integrated Development Plan and Budget. It has become an essential
business process to focus the attention of the public and oversight bodies on
whether the Municipality is delivering on its mandates, as well as creating value for
money.
To ensure that service delivery is provided as efficiently and economically as
possible, the Nelson Mandela Bay Municipality formulates integrated development
plans, allocates its resources to the implementation of these plans, monitors and
measures performance at institutional level (including municipal entities and service
providers) and at individual level; reports the results of its performance to its key
internal and external stakeholders, and manages performance outcomes to ensure
continuous improvements.
The Nelson Mandela Bay Municipality has a functional performance management
system in place which allows for regular planning, monitoring, evaluating, reviewing
and reporting of performance at both organisational and individual levels, and for an
effective response to substandard performance and the recognition and rewarding of
outstanding performance.
7.2 Performance Management System
The performance management system is guided by an Integrated Performance
Management Policy; and supported by an electronic performance information
management system (Integral Scorecard System).
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The figure below depicts the Nelson Mandela Bay Municipality’s Performance
Management System in the context of municipal development planning and
budgeting, which links development planning and performance planning to
performance monitoring, measurement, review and reporting.
Principles of Performance Management
The performance management system and practices within Nelson Mandela Bay are
guided by the following principles:
• Collective discharge of responsibilities by all Councillors, employees
and service providers, including entities under the control of the
Municipality.
• Promotion of sound relations and co-operation with all key stakeholders,
including trade unions and communities.
• Continuous consultation/planning and communication between the
political leadership and the administrative leadership, executive
directors and management in general, supervisors and employees.
• Inculcation of a performance culture in all human resources
development systems and practices in the Municipality.
• Application of recognition and reward for good performance, and
remedial measures in areas of underperformance.
• Concerted effort by all to realise a culture of performance excellence.
7.3 Setting of Key Performance Indicators (KPIs)
Key Performance Indicators are measures which are set to indicate to stakeholders
how the achievement of the strategic goals, objectives and projects of the
Municipality are going to be monitored and measured. To this end, the Municipality
sets its key performance indicators at output, outcome and impact levels to serve
mainly as gauges of actual performance.
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7.4 Setting of Targets
Performance targets are the planned level of performance or milestones the
Municipality sets for each key performance indicator. Performance targets are
informed by baseline performance, available resources, developmental needs of
communities and the developmental priorities of the Municipality and are set for each
quarter of the financial year.
7.5 Relationship between Institutional and Individ ual Performance
Management
Institutional performance does not occur in a vacuum, it is integrally linked to the
performance of employees. The performance targets reflected in the organisational
scorecards (IDP and SDBIP) are filtered through to directorates / offices and forms
the basis of individual performance scorecards and the subsequent performance
reviews / evaluations.
7.6 Performance Monitoring
Performance monitoring is an ongoing process that runs parallel to the
implementation of the Municipality’s key strategic plans and the execution of the
performance agreements and performance plans across its administration, political
office-bearers and municipal entities. The performance monitoring process mainly
involves data collection and analysis of the work completed. It also involves the
comparison of and reporting on performance between intervals (monthly, quarterly,
mid-term and annually).
7.7 Performance Measurement, Evaluation and Review
Progress in the implementation of key performance indicators in line with set targets
is quarterly recorded on the municipality’s electronic performance information
management system, where after it is used for the measurement, evaluation and
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review of performance at both institutional and individual level. It is through regular
monitoring and quarterly review/evaluation of performance that early warning signals
can first be detected and the necessary interventions introduced before risk strikes
and before the annual performance assessment stages commence.
7.8 Performance Reporting
Institutional performance reports are subjected to verification, quality assurance and
auditing processes before submission to oversight structures, stakeholders and the
public. The institutional performance reporting cycle can be illustrated as follows:
Institutional
SDBIP
Budget
Performance Measurement, Evaluation and
Review
Outcome, Impact and Staff
Assessments
Individual Scorecards/
Performance Agreements
Portfolio Cllrs, Directorate and Municipal Entity
Scorecards
Implementation
Performance Reporting
Data Collection, Analysis, Verification
and Storage
Integrated Development
Plan
Performance Monitoring
Feedback
Communities and Stakeholders
Shared Long-term Vision and Strategic Plan
Performance Planning
KPAs, KPEs, Objectives, KPIs and Targets
PERFORMANCE MANAGEMENT SYSTEM
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In recognition of the importance of regular feedback to communities, the
Municipality’s Mid-year Performance Assessment Report and Annual Report are
published.
Creating Value
The NMBM Performance Management System does not only translate the
Municipality’s shared long-term vision, mission and integrated development plan into
tangible and measurable performance outcomes, it also continues to:-
- Improve the management and alignment of the performance of the
Municipality, its entities and all its directorates and offices.
- Facilitate constant monitoring and evaluation of performance.
- Provide opportunity for timeous identification of performance gaps, the
reasons for the underperformance and interventions to improve future
performance.
- Enable the Municipality to assess the extent of delivery on strategic goals,
objectives and key performance indicators, and the early initiation of remedial
action, where necessary.
- Instill a performance orientated culture.
- Allow for learning, evolving and the sharing of success stories.
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ANNEXURE “A”: WARD PRIORITIES
The following needs and priorities were identified by the communities of each ward, emanating from Ward submissions, Ward bilaterals and the public participation process.
WARD 2015/16 PRIORITIES
WARD 1
1
Major transport routes need to be upgraded
Upgrade Buffelsfontein Road into double carriageway, with a centre island for a turning
lane, from 17th Avenue right through to the top of Mount Pleasant, and 3rd Avenue to
Titian Road
Construct Airport By-pass Road to Summerstrand
Rebuild and widen Kragga Kamma Road, from Kamma Park to Cows Corner
Assist NMMU in opening up second vehicular entrance off Strandfontein Road
Change Jenvey Road, Summerstrand from corner Jenvey & Tee Streets to Jenvey and
Brewer Streets into a one-way, to ease the traffic flow (Pearson High School enrolment is
now 1050 students). Taxi rank on corner Gomery Ave and University Way to be relocated
to the NMMU grounds, as the Cheshire Homes patients are inconvenienced by taxis
parked where they ride in their motorised wheelchairs. The pavement has also been
damaged by the taxis.
Upgrade of beachfront/coastal toilet blocks
Beachfront toilet blocks must be upgraded at Pollock Beach, Pipe, Beacon,
Schoenmakerskop
New public ablution facilities must be provided at Flat Rocks and Sardinia Bay Beach
Sardinia Bay Beach
Construction of new access road
Construction of new car park, public toilet facility and adequate clubhouse for lifeguards
Construction of new boardwalk
Relocation of existing clubhouses
Metro Service Centre – to be built on Erf 1450, Summerstrand
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WARD 2015/16 PRIORITIES
1
(cont.)
Community Hall
Library
Clinic
Ward Office
Upgrading of Provincial Road network in peri-urban areas
Victoria Drive to be widened from the Rover Motor Club to Schoenmakerskop
intersection
Sardinia Bay Road
Welcome Avenue
Lakeside Road
Old Seaview Road and Upper Seaview Road
Marine Drive, from the Summerstrand Beacon along the coast to the intersection with
the Sardinia Bay Road
(roads must be constructed with wide shoulders on both sides to cater for all the
sporting events for which these routes are used)
Existing gravel roads must be rebuilt and tarred:
Greydawn Road
Minor Road 83, off Lakeside Road
Entrance roads to Kragga Kamma Game Park and Kragga Kamma Golf Course (popular
tourist attractions)
Boundary Lane, from Mount Pleasant to Sardinia Bay Road, must be rebuilt to standards
specifications, verges must be added, and speed humps installed
Upgrading of (dangerous) intersection at entrance of Lake Farm Centre to make it safe
for all road users
Standard type road surface must be provided as an emergency access route to Bushy
Park
Internal roads must be repaired
Provision of cycle tracks
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WARD 2015/16 PRIORITIES
1
(cont.)
Marine Drive from Admiralty Way, Summerstrand to Sardinia Bay Road
Sardinia Bay Road to Victoria Drive
Victoria Drive to intersection with Schoenmakerskop intersection
Lakeside Road to Glendore Road
Kragga Kamma Road – from Kragga Kamma to Cows Corner
Buffelsfontein Road – from 17th Avenue to Old Seaview Road
New Seaview Road – from Bushy Park Farm to Seaview
WARD 2
2
Beachfront upgrading and improvements:
Refurbish southern beachfront walkways
Upgrade Golden Mile gateway to beachfront (between Apple Express Bridge and
Humerail)
Bayworld upgrade and refurbishment – MEC to sign off Cabinet memo sent by MBDA
Improve beachfront lighting and security
Water and irrigation (southern beachfront)
Refurbish and upgrade Octagon toilets
Shelter for informal traders’ market (Octagon)
Formalise entrances to King’s Beach
Dune rehabilitation and maintenance
Improve beachfront play areas and playground equipment
Landscaping at Hobie Beach recreational areas
Cape Recife return effluent water supply project for servicing of beachfront non-potable
water needs
Rehabilitate electrical infrastructure and Frames Dam – Happy Valley
Summerstrand Ext.14 – Clear remaining illegal dumping and sell Metro plots.
Finalise expression of interest/request for proposals for redevelopment of King’s Beach
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WARD 2015/16 PRIORITIES
2
(cont.)
Lifesaving Club
Stimulate local economic development via advertising beachfront concessions
South End Cemetery – replace existing fencing with palisade fencing to ensure residents’
safety
Finalise Kings Beach and Happy Valley LSDF
Forest Hill Cemetery – upgrade ablution blocks and replace boundary fence to address
frequent livestock invasions
Removal of alien vegetation in Ward 2
Ward-based greening – planting of additional indigenous trees throughout Ward
Traffic circle at intersection of Strandfontein and McArthur, Summerstrand
Investigate traffic circle at 2nd Avenue and Marine Drive
Traffic circle at intersection of Blackthorn Avenue, Forest Hill and Strandfontein Road,
Summerstrand
Traffic light – intersection of Walmer Boulevard and Mitchell Street, South End
Upgrading street lighting – priority route – La Roche Drive from Beach Road/Marine
Drive to Forest Hill and Allister Miller Drive (Airport road)
Make provision for additional lifeguards and training to Peace Officer level to improve
beachfront safety and security
Enter into negotiations with Province/Transnet in respect of saving the Apple Express
and investigate line concession.
Establish formal recycling facilities at Strandfontein refuse transfer station
Schools/ Youth programmes to address drugs, sex , education, etc.
Upgrade of beach area between Happy Valley and Hobie Beach (landscaping)
Refurbish and repair Hobie Pier
Drafting of a formal student accommodation policy to properly address the large influx
of student numbers in areas close to NMMU
Address beachfront safety vis-à-vis vagrancy, illegal car guards and street kids
Telkom Park must be demolished and RFP advertised, calling for development proposals
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WARD 2015/16 PRIORITIES
2
(cont.)
(MBDA)
Create policy to stimulate local economic development via advertising and allocation of
beachfront concessions
Formalise trading areas for hawkers around Hobie beach precinct
Permanent solution to address taxi problems in front of Boardwalk casino
Metro to establish future use for Hobie yatch club facility
Refurbish and upgrade hobie toilets
WARD 3
3
Traffic calming measures
6th, 8th and 9th Avenues, Walmer
Main Road and 7th Avenue, Walmer
Heugh Road
Buffelsfontein Road
Maintenance of bus embayments in all avenues, including erection of shelters at bus
embayments (Villiers Road, Heugh Road, Main Road and 9th Avenue)
High-mast lighting in areas within Ward 3 that do not have lighting
Monitoring, implementing and regulating Cape Road and Walmer heritage status
Upgrading electricity and telephones by placing services underground
Upgrading pavements and kerbs and constructing cycle paths
Paving and shelters for formal sidewalk traders (Heugh Road, 8th & 9th Avenues)
Improved, consistent traffic signage
Upgrading ageing stormwater drainage and infrastructure
Constructing sports facilities in Walmer Township
Constructing Skills and Development Centre
Provision of sidewalks and cycle tracks
Upgrade lighting in Gqebera
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WARD 2015/16 PRIORITIES
3
(cont.)
Secure municipal parks facilities
Upgrade major parks
Rehabilitate swimming pool in St Georges Park
Walmer/Lorraine Reinforcement
Upgrade Walmer Enterprise Village
Greenhouse upgrade – Peter Gibbs Nursary
Litter picking
Maintenance of road markings
WARD 4
4
Purchasing land for development
Survey of Airport Valley, Area G West, Area Federation and Q Extension and other
portion of informal areas within formal houses (to allow for installation of electricity)
Maintenance of drains and sewer pipes
Repairing and installation of high-mast lights
Installation of geysers and ceilings in Areas A, B, C X, J O, M E, G and N
Housing:
Purchasing land to the nearest areas, e.g. golf course, motor race, Madiba Bay, as this
land can assist the communities residing in the methane gas Area E, Airport Valley and
other informal areas
Excavating land, because of methane gas in Area E, Airport Valley and PX Extension
Buying back site in Area M that has not yet been occupied by its beneficiaries since
1990s due to shortage of land
Leveling piece of land in Area O
Utilising hydroponic land after lease contract for houses
Purchasing dense land in Fifth Avenue
Unfinished projects:
Newcho Project – approx. 22 units need to be built
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WARD 2015/16 PRIORITIES
4
(cont.)
Approx. 30 houses need to be built in Area N – the beneficiaries have already been
approved
Approx. 16 houses need to be built in Areas X and J and next to railway line
Rectification Programme in Areas A, G and N
Houses left behind in Area P
Area Q, Phase 3 – the houses need to be built and infrastructure installed
Installation of geysers in all formal houses
Federation Area needs development
Extension Q needs to be developed
Ceilings needed in Areas B, C and Q (Phases 1 and 2)
Areas A and B – old one-roomed houses need to be developed/rectified
Survey:
Need to speed up survey in Area G West, Federation, Airport Valley and E so that
electricity and water can be connected
Tarring:
Tarring of roads in Area N (Phase 1) not yet finished
Areas X and J, Areas O and Q (Phase 1) and Area N
Stormwater drainage:
Stormwater drainage (or channeling) from Victoria Drive via Weslyan to Airport Valley
Stormwater drainage and tarring in Area N should be fixed, because of flooding
Stormwater drainage in Area A, specifically in Ngcayisa and Tsengiwe Streets
Maintenance of drainage (provide training within community for maintenance of
drainage)
Street lights:
Area Q3 G West, Federation, Airport Valley, Q2, Area O and Area A
Sports field:
Celtics Grounds: Need for -
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WARD 2015/16 PRIORITIES
4
(cont.)
Toilets
Changerooms
- Conference room
- Grand stand
- Sports field needed next to Walmer Lower Primary School
Annual presentation ceremony for sports must be budgeted for
Parks and Recreation:
Maintenance of graveyards in the entire ward
Training:
Empowering youth (skills)
Purchasing of building from Education Department situated in Katyu Street, Walmer to
be used as Training Centre, such as Mthonjeni Training Centre
Sewer connection to approximately 200 houses
Elimination of rubble burning in the yards
Elimination of bucket system
Establishment of a Community Police Forum in Walmer
5
Repair and maintenance of all pavements in North End and Central
Upgrading of sports field - Erven 184 and 518
Traffic calming at S bend in Milner Avenue
Replacement and maintenance of all manholes, drainage and fire hydrant covers
particularly in North End
Illegal dumping strategy and enforcement strategy for regularizing business and bodies
corporate refuse collection in Central
Support for youth and entrepreneurs in business
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WARD 2015/16 PRIORITIES
5
(cont.)
Construction of public toilets in North End and Central
Extension of public toilets in vicinity of the Stadium
Upgrading and maintenance of parks and recreational facilities:
Trafalgar Square
Richmond Hill Park
Trinder Square
Park on corner of Kent and Eastbourne Roads
Maintenance of all street lighting
Installation of lighting in Museum street, Park Central, Erf 518 Mt Croix and Perkin Street
between Crawford and Geard Streets
Security presence in all areas, particularly Central
A jogging/cycling track to be established around the Westbourne Oval
Clearing of bushes in public open spaces specifically along Albany Road
Erect suitable pedestrian crossing over Cape Road opposite The Sanctuary, Bingley Street
with traffic light;
Enforcement of municipal zoning and consent conditions regarding liquor outlets within
the ward
Traffic calming intersection of Erith and Turvey Streets, Mount Croix
and a suitable traffic calming measure at S bend in Milner Avenue around North End
lake
Skills development centre (in the form of a multi-purpose centre) for young people on
Erf 854
Waste recycling sites to be created in key areas in the ward (one site has been identified
in Richmond Hill)
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WARD 2015/16 PRIORITIES
WARD 6
6
William Moffett Drive rehabilitation and upgrading
Identification of municipal waste transfer site in Fairview
Glen Hurd Drive upgrade
Construction of link road between newly extended Restitution Avenue and Glen Hurd
Drive
Fairview: illegal dumping cleared and electricity infrastructure restored
Widening of 17th Avenue
Widening of Circular Drive, from William Moffett Drive to Van Eck Road
Traffic Circle at Walter Road and Miles Avenue, Charlo
Erect suitable pedestrian crossing opposite MTR Smit Children’s Haven and Crystal
Gardens Retirement Village
Rehabilitate 3rd Avenue dip/Glen Hurd Drive, Baakens River Bridge, to prevent ongoing
flooding
Cycle track in Charlo along railway line
Widening of road from railway line into Carrington Road to Circular Drive
Comprehensive traffic assessment for Newton Park
Traffic calming measures: Pedestrian speed humps:
- MTR Smit Children’s Haven/Circular Drive
- Buffelsfontein Road/Melsetter
Traffic calming measures: Speed humps:
- Gerald Street, Newton Park
- Handsworth Street, Glen Hurd
- Hudson Street, Newton Park
- Cecil Street, Newton Park
- Kinnersley Street, Newton Park
- Timothy Street, Charlo
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WARD 2015/16 PRIORITIES
6
(cont.)
- Angela Avenue, Charlo
- Margery Avenue, Charlo
- Oak Road, Fairview
Traffic calming measures: Traffic Circle/Traffic Lights:
- Harold Street/Walter Road
- Handsworth/3rd Avenue Newton Park
Ongoing law enforcement in respect of speeding in Walter Road, Constance Road,
Circular Drive and Martin Road, Charlo, as well as in Newton Park
Anti-crime volunteers
Installation of traffic cameras in Circular Drive and Walter Road, Charlo
Roving traffic cameras for the Ward
Enforcement of by-laws in respect of illegal businesses in Newton Park (particularly 3rd
Avenue and adjoining roads in Newton Park)
Clearing bushes in public open spaces
Clearing overgrowth in 3rd Avenue dip to prevent flooding
Clearing overgrowth under bridge on William Moffett Drive (between Pine Road and
Circular Drive) to prevent flooding
Erection of permanent substation, William Moffett Expressway, to replace existing
temporary structure
Maintenance of streetlights and installation of further streetlights in
Overbaakens/Fairview
Lighting for John Avenue Walkway to Margery Avenue, Charlo
Lighting for Heatherbank Reservoir, between Broadwood and Lovemore Heights,
Handsworth Street, Newton Park
WARD 7
7
Upgrading of Burt Drive (from 3rd to 7th Avenue, Newton Park) and construction of
traffic circles
Waste Transfer Station for Schauderville and Holland Park
381
WARD 2015/16 PRIORITIES
7
(cont.)
Playground equipment for 4 parks
Traffic calming measures – construction of rumble strips in Worracker St, Newton Park
(3rd Avenue)
Construction of traffic circles at the intersection of Kestell and Rochelle Roads,
Perridgevale (safety measure for Collegiate School)
Construction of speed humps in Mary Boyd – (between Mchardy St and Poplar Ave,
Holland Park), Prentice Rd – Mill Park before Westview School, Shirley St – Newton Park
(7th Avenue intersection)
Tarring of culs-de-sac (Schauderville and Taylor Avenue, Holland Park)
Upgrading of stormwater drainage system in Holland Park
Establishment of small business hub in Korsten (small containers)
Tarring and upgrading of Westview Drive
Repair and tarring of Cape Rd between Conyngham Rd and 1st Avenue, Newton Park
Need for playground equipment for four parks
New improved street lighting for Schauderville
Sidewalks and playground equipment for Schauderville
Skills development and entrepreneurship support
Law-enforcement mechanisms in Diaz Road – Pedestrian Robot
Multi-purpose Sport Centre (Erf 4244, Korsten) Moore Dyke Area
Construction and upgrading of new Mooredyke Sports Field
Housing – accommodation for 300 backyard dwellers (Erf 4335)
Replacement of stolen drain covers
Job creation
Construction of sportfields in Holland Park and Schauderville
WARD 8
8
8
Upgrading of Kabega Road and Circular Drive
Upgrading of Kabega Road between Kragga Kamma Road and the intersection of Kabega
382
WARD 2015/16 PRIORITIES
(cont.)
Road and Frikkie Kotze Drive
Upgrading of low water bridge in Kabega Road
Sidewalk to be constructed on the western side of Kabega Road
Two bus embayments to be constructed on the western side of Kabega Road (before
Walker Drive Shopping Centre at Midas and opposite the Total Garage)
Upgrading of stormwater and sewerage infrastructure
Widening of Kabega Road on the eastern side, at the Carstene Road intersection
Upgrading of water pipes in:
- Arras Street; Lorraine
- Henry Gerber Crescent, Kamma Ridge
- Fletcher Street; Ben Kamma
Upgrading of Circular Drive, including a sidewalk on the western side
Upgrading of Riverstone Road
Upgrading of Montmedy Road, Lorraine
Several bus embayments on bus route throughout the Ward
Construction of traffic calming measures:
Traffic circle with speed humps
Thionville Road/Verdun Road/Longway Avenue: Kamma Park
Helen's Way/Carstens Road/Benfleur Avenue: Kamma Creek
Centenary Road/Luneville Avenue: Lorraine
Luneville Avenue/Vitry Avenue: Lorraine
Walker Drive/Wiehahn Avenue: Entrance to Ben Kamma
Kabega Road/Frikkie Kotze Drive: Kabega Park
Northumberland Avenue/Avondale Road: Kabega Park
Outenikwa Road/Montmedy Road
Longway Avenue/Montmedy Road
383
WARD 2015/16 PRIORITIES
8
(cont.)
Sedan Avenue/Montmedy Road
Nancy Road/Montmedy Road
Verdun Road/Montmendy Road
Circular Dr/Bordeaux Avenue
Pedestrian speed humps
Sedan Avenue: Lorraine (at the Lorraine Frail Care Centre)
Speed humps
Longway Avenue: Lorraine
Thionville Road: Kamma Park
New Verdun Road (between Montmedy and Sedan Roads): Lorraine
New Macon Road: Lorraine (between Verdun and Vitry Avenues)
Trevor Road/Juliette Road: Lorraine
Lancing Avenue: Brentwood Park
Magdalena Street: Kamma Park
Gisela Road: Lorraine
Centenary Road, Lorraine
Kirsten Street, Lorraine
Vitry Avenue between Kragga Kamma and Luneville Roads
Pollard Street/Aisne Avenue: Lorraine (Nursery School)
Benfleur Avenue: Beverley Grove
Sidewalks (e.g. Montmedy Road, Verdun Road, Burgess Road, Luneville Road and Kabega
Road) and additional streets to be considered
Customer Care Centre/Community Hall/Library
Sport and recreation facility
Repainting of street traffic signs
Clearing of all overgrown properties
384
WARD 2015/16 PRIORITIES
8
(cont.)
Schools: Primary as well as Secondary schools
Replace old/rusted playground equipment and erect new playground equipment and
benches in parks (especially for toddlers between 2 and 5 years)
Removal of illegal dumping
Provision for a playpark:
Erf 3386, Kamma Heights (Theescombe)
Erf 1991 Ben Kamma (Kabega)
Erf 1564 Maria Street, Kamma Park
Erf 1254 corner Ernstan and Kirsten Road, Lorraine
(m) Repair of faulty street lights
Provision of public lighting.
Repair of pot holes and resurfacing of roads.
WARD 9
9
Stormwater/Water infrastructure upgrade (throughout the Ward)
Upgrading of arterial routes:
Additional lane (Kragga Kamma Road, Sunridge Park)
Left-turn only lane (Fernglen, William Moffett intersection with Cape Road)
Samantha Way off-ramp upgrade
Cape Road/Buckland Avenue, Fernglen
Bus/Taxi embayments (Sunridge Park and Westering/Linton Grange)
Traffic lights at Frikkie Kotze/Kabega Park
Traffic calming measures/traffic circles – (Neville Street, Currie Crescent, Van Riebeeck
Street in Westering), Broadway Ave, Fernglen, Glenelg Ave, Kragga Kamma Road,
Sunridge Park, Samantha Way, Belfast Drive intersection of Moregrove Road)
Openning and finalization of Kragga Kamma Waste Drop-off centre to the public
Stormwater/Water infrastructure upgrade throughout the ward
Road maintenance, e.g. fixing of potholes, resurfacing roads, etc. (throughout the ward)
385
WARD 2015/16 PRIORITIES
9
(cont.)
Upgrading of Baakens River sewer
Bush clearing, street sweeping and weed spraying
Maintenance of street names and street markings throughout the ward
Relocation of illegal street vendors in the ward
Street names to be erected and street markings to be repaired
Upgrading of open spaces/playground equipment (including cutting of grass)
By-law enforcement (illegal businesses and street vendors)
Monitoring of situation at Linton Grange Library
Relocation of street children and vagrants on municipal properties
Additional lighting required:
James Kleynhans Swimming Pool
Corner Errol Drive and Smeeton Road
Circle at intersection of Errol Drive and Hawthorne Avenue
Two pedestrian bridges (in vicinity of St Marks School and Framesby High School)
WARD 10
10
Upgrading of Ward Councillor’s office
Cutting of verges and trees
Fencing of play-parks
Ward-based cleaning
Ward-based greening
Playground equipment
Finalisation of backyard dwellers waiting list
Relocation of floodplain squatters – Malabar
Street names
Street lights
386
WARD 2015/16 PRIORITIES
10
(cont.)
Sidewalks:
Left-hand side of Beetlestone Road
Left-hand side of Springbok Street (between Liebenberg Road and Kobus Road)
Hislop Street, right-hand side
Dinsmore Road from Ferreira Street (right and left sides), Schauderville
Beetlestone Road (Frans Street to Malabar)
Right-hand side of Saays Street to Malabar
Hawker containers – SMMEs
Fencing of car-park area at Gelvandale Stadium
Tarring of roads
Potholes
Traffic calming measures
Transfer station
Installation of CCTV cameras:
Springbok Street – open space
Gelvandale Super Spar
Croton & Wagenaar Streets – open space
Gutch Street
C/o Beetlestone and Bell Roads
C/o Highfield Road and Ablett Street
C/o Speelman and Aubrey Streets
Bus shelters in Kobus Road and Beetlestone Road
Fencing at all substations in Ward 10
Rehabilitation of all cement roads
Schauderville – Circles in Ward 10 to be tarred
387
WARD 2015/16 PRIORITIES
10
(cont.)
Upgrade of Gelvandale Community Hall
Repair, maintenance and unblocking of stormwater drains in Ward 10
Fencing and billboards for no dumping on open spaces
Provision of electricity and toilets for Highfield road Informal Settlement
WARD 11
11
Speedhumps in Highfield road
Erection of street signage in the entire
Elimination of illegal dumping in the entire ward
Replacement of steel rails in Highfield road
Refurbishment of Durban Road
Speedhumps in Durban Road, Patience street and Dalton Road
Redesigning Durban road to be a One-way street from Jackson street to Kempston Road
Utilize open spaces next to provincial offices and any other open spaces into a playparks
Widening of Rottingdian Rd
Environmental awareness through the development of dumping sites in the area to
eliminate illegal dumping and education
Formalisation of illegal businesses in the area
Ward-based skills development to curb the high unemployment rate in the area
introduce and job creation initiatives
Primary health care facilities in the area
Upgrade of sports and recreational facilities (Whyte Leaf Drive and Gelvandale Sports
Field)
Freeing up vacant pockets of land in Schauderville to build high-density units
Refurbishment of Ditchling Road between Algoa Park/Young Park
Upgrading of waste drop-off centre in Algoa Park
Refurbishment of Lindsay Road
388
WARD 2015/16 PRIORITIES
11
(cont.)
Speed humps in :
Sidwell
(1) Patience Street
(2) Dalton Rd
Algoa Park
(3) St leonarde Rd
(4) Dyke Rd between Portslade and Ditchling Rd
(5) Banbury Street
(6) St Leonard Rd
Young Park
Delafontein Street
Pierneef Street,
Repair Ditchling Rd between Chase Rd and Dyke Rd
Develop a playpark in Tadsworth place
Upgrading and palisade fencing of children’s park in Young Park, Schauderville in St
Nicholas Crescent
Elimination of illegal dumping in Highfield Rd next to no. 231 Coubridge Rd and Thornton
Rd opposite the crèche.
Conversion of the old post office building in Thornton Rd into a drug rehabilitation
centre.
Convert Durban Rd in Korsten to be a one way street from Jackson street to Kempton Rd
Refurbishment of Durban Road between Jackson Street and Kempston Road, including
making it a one-way street over same distance
Upgrading all play-parks and creating a play-park in Tadworth Place, Algoa Park and in
the other areas of the ward
Upgrading/Refurbishment of sidewalks to be more user-friendly for people with
disabilities
Upgrading of infrastructure, e.g. stormwater/sanitation drains and lighting, especially in
389
WARD 2015/16 PRIORITIES
11
(cont.)
Schauderville/Korsten area
Upgrading of Denton Properties
Demolish dilapidated public toilets near Sidwell traffic department
Upgrading of Gelvandale/Adcock sports facilities
Upgrading of sidewalks
Replacement of stolen drain covers
Maintenance of roads in the entire wards
Ward 12
12
Houses for residents in informal settlement of Ext. 6, Malabar (Phase 2)
Rectification of RDP houses in Ext. 6, Malabar
Upgrading of Malabar Sports Fields, Malabar
Upgrading of Roan Crescent Sports Facility, Gelvandale
Bridgemead bridge/ repairs to wire fencing, resurfacing of bridge and beautification of
entrance
Fencing and upgrading of basketball court, Erf 1544, Malabar
Sanitation for residents in informal settlement, Malabar
Satellite office in Western suburbs
Widening of Cotswold Bridge
Robot – intersection of William Moffett and Burt Drives, Cotswold
Beautification of entrance to Malabar from Bramlin Rd
Daily use of Malabar Clinic
Fencing and upgrading of park in Stream Street, Malabar
Pedestrian traffic light between Bridgemead and Hunters Retreat – Cape Rd for scholars
crossing to Rowallan Park
Arrow at robot in Haworthia Drive to Beetlestone Rd
Traffic circle intersection of Driedoring and Saliehout Streets, Malabar
390
WARD 2015/16 PRIORITIES
12
(cont.)
High-mast lighting in Ext. 6, Malabar
Provision of park fencing and equipment
Erection of new street names in Ext. 6, Malabar
Illegal dumping (entire ward)
Stormwater upgrade in Francis Evatt Park
EPWP – Youth programmes
Construction of pavements – Gelvandale and Malabar
Rehabilitation of payvements at Morningside Shopping Centre
Rehabilitation of pavements at Opal Road, Morningside
Repair to pavements, Mountview Drive
Pedestrian walkway in Bishops Way, Bridgemead
Repair of pavements in Gelvandale and Malabar
Fencing of substation, Erf 1354, Malabar
Bus embayment at Malabar Primary School
Sewerage upgrade in Parsons Vlei
Fencing Erf 427, Malabar
Painting and repair to colonial fencing, entire Ward
Road markings, entire ward
Street sweeping (Western suburbs in Ward)
Replacement of faded street signs (entire Ward)
Traffic circle in Malabar cemetery corner Haworthia Street and Bramlin Street
Undercover facilities for Bell road clinic in Gelvandale
Erection of new street lights in Parsonsvlei
Provision of park fencing and equipment
Speed humps
391
WARD 2015/16 PRIORITIES
12
(cont.)
Cotswold: Compton Rd, Cotswold Avenue and Cliff Rd
Gelvandale: Borchards Str., Groenewald Str., Roan Crescent, Duiker Str and Sable Str.
Morningside: Peking Str and Petersvale Ave
Malabar: Romulea Str, Burness Str and Stream Str.
Bridgemead: Waterford Rd and Adelaide Ave
Resurfacing Of Roads
Grasvoël Street and Warbler Str – Cotswold
Warbler Street – Cotswold
Thunberg Street and Schoon Rd – Francis Evatt park
Haworthia Drive – Malabar
Georgette Str and Oscar Str – Kabega Park
CCTV Cameras
Malabar Community Hall and Cramer Str - Malabar
Kobus Road - Gelvandale
Parsons Ridge – Parsonsvlei
WARD 13
13
Area lighting
Repair and maintain stormwater drains
Stormwater and drainage system maintenance and replacement in Barcelona, older part
of Helenvale and Gaat Area
Upgrading of parks in Deverill Road, Hartebees Street, Uranus Street and Ethel Street
(opposite the Hillcrest Primary School entrance)
Tarring of Uranus Street, Pluto Street, Pisces Street and Sagittarius Street (lane next to
Erven 22733 and 22734)
Housing rectification and upgrading: Areas 5(a) 150 houses, 5(b) 250 houses; and 3(a)
550 houses respectively
392
WARD 2015/16 PRIORITIES
13
(cont.)
Upgrading of the sports field at the end of Stanford Road, opposite the Gaat Area (Ref
No: 22717/22718)
Provision of basic services to the informal settlement on the corner of 7de Laan,
Bramlin/Markman, as there is no infrastructure there
Helenvale:
Sidewalks in Pienaar Street up to Martin Street and on Stag Street around the churches
Speed humps in 17 Leith Street and 16A Bongo Street.
Upgrading of stormwater drainage system on 29 Leith Street
A fully functional clinic is needed
Ext/Area 3A:
Traffic-calming measures: The community needs speed humps in all the roads
(Capricorn, Sagittarius and Pisces)
Sidewalks that need to be constructed are in Virgo Street; the ones that were finished in
Taurus Street have to join Regional Road and not end in Taurus Street only and on the
left-hand side of 1 - 84 Capricorn Street
Housing development on 110 open plots within the area
Conversion of the open space at the back of Sagittarius Road, leading to Rencke Street,
into a park or a useful area for the community.
Area 5A
Housing rectification for the whole area
Kerbing for the whole area
Community Hall
Sidewalks between 1 - 47 Aries Street
Area 5B
Upgrading of play-park in Uranus Street.
Sidewalks need to be completed in Venus Street and Jupiter Streets
High-mast light on the corner of Venus and Jupiter Streets
393
WARD 2015/16 PRIORITIES
13
(cont.)
Waste transfer station on the corner of Venus and Jupiter Streets
Community play-park opposite 34 Venus Street
Area Ext 12
Concrete barriers on Lanique Crescent, opposite 4 and 6 Mirelda Place
Upgrading and installation of guards on stormwater drains at 4 Lanique Street
Speed hump at 10 Anita Drive
Traffic arrows at sharp bend – 117 Anita Drive
Rehabilitation of dumping site that was in Anita Drive
Gaat Area:
Sidewalks needed along Hartebees Street and Blesbok Street
An overhead bridge is needed across the old Stanford Road and the sports facility
The old rugby field in Stanford Road needs upgrading and fencing
WARD 14
14
Building of Adcock Homes
Conversion of Mendi Bottle store into an Arts Centre
Tarring of roads and culs-de-sac:
Tshiwula, Nikiwe, Ntshinga, Aggrey, Ncwana, Teya, Yokwe, Nqadini, Mtimka, Limba, Rula,
Jolobe, Msimka (shared with Ward 17), Pendla Rd (shared with Ward 17)
Upgrading of stormwater drainage in all culs-de-sac
Tarring of pavements
Traffic calming measures and marking of tarred road
Construction of parks and playgrounds
Backyard shacks/Flat dwellers
Speed humps from Mendi Garage to Limba Road
Corrugated iron roofing in MacNamee
Street lights in April Street
394
WARD 2015/16 PRIORITIES
14
(cont.)
Rectification of roofing, flooring and walls
CCTV surveillance and control room
Fibre-optic cabling infrastructure
High-mast lighting Cornet of Dippa Place and Mabija Str and at Pendla Primary School
and Cowan High School
High-mast Lighting (Dodgers Ground Sports field)
Servicing of drainage and sewerage infrastructure
WK Project (shared toilets) – Provision and rectification (those with no toilets and with
problem toilets)
Repair and maintenance of blocked sewerage system at 14 Gqamlana Street, 42 Pendla
Street and 107 Dubula Street
Installation and maintenance of solar geysers
Replacing old drainage system infrastructure
Tarring of and installation of speed-humps : Gqamlana Street and Grattan Street
WARD 15
15
Housing:
Phase 2/3 Rectification
Silvertown unfinished project from 2010
Backyard shack dwellers in the area
Water meters in Silvertown, New Brighton
Red Location rectification (Phase 2)
Infrastructure:
Phase 3 – Tarring of roads
Tarring of Singapi Road
Block 40 infrastructure (bulk and top infrastructure)
Ncapayi Malakane passage
Paving of Malakane Silvertown gravel street
395
WARD 2015/16 PRIORITIES
15
(cont.)
Repairing potholes and resurfacing Mahlangu and Mbeki Streets
Sidewalks/Pavement in White Location
Tarring of Madasi, Mkwayi and Mntunja Streets
Electricity: (Fixing and Maintenance)
Basuthu Church Pole Number 0775HM82
Avenue D Pole Number 1373HM82
Avenue E Pole Number 5517HM61
Mbeki Circle
Avenue A Street lights
Health Directorates:
Illegal dumping
Rubbles Raxa Street
Coca Lane and Mgijima
Avenue B, Mhlaba
8th Street
Safety and security
CCTV camera at New Brighton Oval
Economic Development:
Ndokwenza Business Centre
Skills Development for the Youth
Sport and recreation:
CCX Callies Grounds
Red City Grounds
New Brighton Oval
Winter Rose
396
WARD 2015/16 PRIORITIES
WARD 16
16
Human Settlements:
MK Silvertown – implementation of layout plan of 398 units, provision of electricity,
other services and relocations
Qaqawuli Godolozi – implementation of layout plan of 820 units, provision of electricity,
other services and relocations. – in progress (consulting engineers have been appointed
together with the project manager and social facilitator.)
Tshangana Flats (75 units) – area needs to be rectified and its infrastructure to be
changed, as current occupants are experiencing challenges
Pre 1994 housing rectification of 2600 houses.
Sports facilities:
Two informal fields need to be completed (Mahambehlala Street, opposite 11533, and
Mcaphukiso Street, opposite 11053).
Tsotsobe fields – renovation of change-rooms, erection of netball court and caretaker’s
cottage and finishing of Bolo Punch (Phase 2)
Conversion of Matomela Bottle store into Business Centre:
Upgrade property for SMMEs and cooperatives
Tarring of streets – 7 streets outstanding. 1 street in progress in Tshangana flats.
Youth and Women Development Centre
Sidewalks on all tarred streets
Site allocation and electrification of MK Silvertown and Qaqawuli
Cleaning of the entire Ward (dumping sites, stagnant water, bush clearing)
Levelling of gravel road/streets in the informal areas (to create access roads for
emergencies, walking routes)
Food gardening and soup kitchen
Buying building material for existing informal areas, as they are affected by floods and
other weather conditions
397
WARD 2015/16 PRIORITIES
16
(cont.)
Erection of parks in all the gap taps and open spaces (to eliminate potential dumping
spaces)
High-mast lighting installation in the informal areas (to reduce levels of crime – MK
Silvertown and Qaqawuli)
WARD 17
17
Tarring of gravel streets/culs-de-sac/circles:
Xesi Street
Dubu Street
Maselane Street
Boom Street
Magongo Street
Jawa Street
Tabata Street
Moduka Street (two lanes): one circle
Tsewu Street (two lanes) – Implemented by the MBDA
Tsewu Street (circle five)
Stokwe Street (lanes three)
Hlawula (tarring)
Stokwe Street (circle five)
Sangotsha Street (additional lanes and three traffic circles)
Lane between Kwaza and Zondi Streets
Kwaza (six street lanes)
Msimka Street (two lanes)
Msimka Street (five lanes)
Msimka Street (tarring)
Mpentse, Mankalahlana, Nangoza (Phase Two)
398
WARD 2015/16 PRIORITIES
17
(cont.)
Kholwaphi, Njongo, Simunye, Noxolo (Phase One)
Kali Street Plus (one lane)
Tshangana (one lane)
Norongo (two lanes)
Phendla Silvertown (new tarring)
Bulk stormwater:
Tsewu Street and circles
Sangotsha and Stokwe streets (stormwater drains)
Separation of drains and toilets - Stokwe, Tsewu and Sangotsha Streets
Bucket system must be collected once a week in Chris Hani
Hlawula Street
Maselane Street
Infrastructure of old houses
Repair leakages of taps
Upgrade of sports field (Zondi)
Installation of speed humps in Zondi, Skomolo, Hlawula and Tsewu Streets
Build sidewalks in Skomolo, Samnkele, Sangotsha, Stokwe and Sophazi Streets
Rectification of Old New Brighton Houses (Ward 17)
Rectification of houses (Chris Hani, Qaqawuli Phases One and Two), housing for backyard
dwellers (waiting list)
Relocation of Chris Hani to Joe Slovo, Chatty and NU 29
Use of open space in Qaqawuli for MPCC, gardening, park, beautification and greening
and income-generating projects
Eradication of bucket system
Maintenance of stormwater drainage system – Sangotsha and Stokwe Streets
399
WARD 2015/16 PRIORITIES
17
(cont.)
Elimination of illegal dumping
Installation of street lights:
Skomolo, Thabata, Sangotsha, Kwaza, Stokwe, Hlawula, Naudé and Pendla, Silvertown
Installation of CCTV cameras in Chris Hani (shack area), Kwaza (Tavern area, Qaqawuli,
Msimka and Tabata Streets)
Greening and beautification
Construction of a Community hall
Beautification of parks and gardening projects across the ward
Income-generating projects
Zondi: renovation of sports field and beautification
Ward-based cleaning (litter-picking)
Upgrading of New Brighton Swimming Pool
Capacity building and support of cooperatives
Councillor’s office accommodation
Outdoor gym for the ward
Multi-purpose Centre in Tsewu Street
Tarring of road in Tsewu Street
Tarring of road in Sangotsha (these 3 projects will be funded by MBDA)
WARD 18
18
Construction of a Community Hall
Housing rectification/relocation (Matthew Goniwe Project)
Upgrade of concrete roads
Wet-lands for Mavuso Road
Tarring of gravel roads
Multi-purpose sport facility
Waste drop-off centre
400
WARD 2015/16 PRIORITIES
18
(cont.)
Traffic calming measures
Elimination of sewer leakages at 27 houses (Jekeqa Street)
Rectification and title deeds (27 families in Jekeqa Street)
Repair of potholes
Repair of stormwater damaged houses in Vuku area
Rectification of houses built with no toilets, electricity or water meters (Matthew
Goniwe Project)
Installation of high-mast lighting in Mavuso Road, next to wet-lands and Ezimotweni gap
Rectification of pre-1994 houses in Ward
Construction of houses:
Mandela Village and Bongweni Area (71 houses)
Addressing sewerage problems in Mathew Goniwe, Vula and Maqona
Stormwater drainage maintenance
Tarring of roads in KwaNoxolo village
Installation of CCTV Cameras
Provision of playgrounds
Skills Development for the Youth
WARD 19
19
Tarring of gravel roads
Resurfacing of unsubsidised streets
Stormwater improvement
Wolfson Stadium redevelopment
Housing rectification to defective houses in the ward
Housing development for informal settlement dwellers:
Ekuphumleni
Enkuthazweni
401
WARD 2015/16 PRIORITIES
19
(cont.)
Relocation of eDongweni, eNdulwini residents to NU 29
Grassing and upgrade of Zokwana Sports Field
Development of play parks
Establishment of food gardens and cooperatives in the area
Construction of a Heroes Acres
Renovation and upgrade of the Councillor’s office
Resource centre in Befile Street (next to KwaZakhele training centre)
Area lighting - Kulati and Inkatha Streets
WARD 20
20 Housing provision for backyard dwellers
Matthew Goniwe Blue Flats renovation
Renovation of Matthew Goniwe Hostel
Matthew Goniwe/Greenfield Blocked Project
Housing rectification
Area lighting
Upgrading of two small halls at Matthew Goniwe to accommodate indoor sports
activities
Traffic calming measures
Speed humps
Upgrading of lamp posts
Scholarships for disadvantaged children
Upgrading and maintenance of Matthew Goniwe stormwater drainage system
Sidewalks:
Saba Street; Jakavula Street;
Tubali Street; Meke Street;
Sali Street; Dyantyi Street;
Maronga Street
402
WARD 2015/16 PRIORITIES
WARD 21
21
Raymond Mhlaba Village Development
Mandela Village Temporary structures
Relocation of Lungelo Village Community
Updating of the housing waiting list (Registration dates back to 2003)
Tarring of gravel roads at Mandela and Rolihlahla Village
Widening of Matomela and Khuzwayo Streets
Seyisi Square development
Mzontsundu sports ground upgraded into a multipurpose sports facility
Skills development for youth and women
Housing for backyard dwellers
Traffic-calming measures
Fezekile building development for informal traders (50713)
Conversion of Ilungelo school to a Youth Resource Centre
Rectification of RDP houses in Tambo Village
Tarring of gravel streets in Mandela Village: Ngoyi St, Hani Crescent, Khayingo St,
Mahlangu St and Mbeki St – Rolihlahla Village: Ntshangana St, Mapipa St and Mbashe St
Traffic calming measures at corner of Seyisi Road/Kuzwayo Street to M17 Road
Speedhumps in Seyisi St, Mavuso Rd, Qunta St and Mbilini Rd
Stormwater improvements
High-mast lights and street lights
Draining system to the entire ward
Resurface of tarred roads and streets due to potholes
Bulk sewer – Raymond Mhlaba (Buyambo Street)
Electrification of Raymond Mhlaba, Mandela and Rolihlahla Village Informal Settlements
Addressing water leakages by using co-ops and EPWP trainees
403
WARD 2015/16 PRIORITIES
21
(cont.)
Upgrading of sports ground within the ward, such as Mzontsundu sports ground (Erf
51182)
Illegal dumping on transfer sites
Ward-based cleaning co-operatives
Beautification of Ghana Wetland
Upgrading of KwaZakhele Swimming Pool (Erf 50224)
Water treatment of wetlands (Ghana) and development programme
Beautification and greening
Containers for fruit and vegetables
EziKhefi building to be redeveloped to create an environment that promotes the
development of local economy and facilitate job creation within the Ward
Ward-based co-operatives / SMME skills development
Refurbishment of Lillian Ngoyi Sports Centre, including Norris Singaphi Hall at Daku
Development of Swartkops cemetery
Develop 11388 Mahambehlala Street
Develop playground in 9760 Buyambo Street to a play park
Upgrading of sport facilities
Refurbishment of Lillian Ngoyi Sport Centre
Refurbish Norris Singaphi Hall
Establish metro police and integrste MKMVA and Trained police reservists
WARD 22
22
Relocation of backyard dwellers/Housing waiting list to NU 29
Housing rectification for pre-1994 houses and roof leakage rectification
Street lights (Salamntu Road, KwaZakhele)
Speed humps/Sidewalks (Ngxokolo Street, Ngcangca Street, Moyakhe Street, Daku Road)
Tarring of gravel road (Ngwendu Street)
404
WARD 2015/16 PRIORITIES
22
(cont.)
Tarring of circles (Mbilana Crescent and Mtshiselwa Street)
High-mast lighting (Lukwe, Ngwendu and Nkabalaza Streets)
Resurfacing of roads (Ngxokolo Street, lane next to Phakama Primary School, between
Magxaki and Nkewana Streets, Myali Street, Siwa Street, Kulati Street)
Stormwater drainage improvement
Traffic lights between Daku Road, Kulati Street and Mbilini Road
Demolition of St Nelson Hospital
Maintenance of roads (Mtshiselwa Street lane 2, Nkewana Str. needs resurfacing)
Potholes to be fixed in Njoli Rd, Maronga Str, Magxaki Str)
Development of parks (Ngwendu, Tlaloroe and Moyakhe Streets)
Fencing and upgrading of parks and continuous maintenance
Beautification and greening (Daku Road, Salamntu Street, Tshauka Streets)
WARD 23
23
Tarring of circles
Development of informal sports field into formal sports field (between Kaulela and
Matanzima Streets)
Installation of traffic calming measures (speed humps):
Ngxangxosi Street NU3 close to Erf 5673 and 5655, Khetshe Street, close to erven 5130,
5247 and 4891, Matanzima Street close to Erf 4519, 4385, 3686, 3870, LL Sebe Street
close to Erf 2960
Traffic circles (corner of Kaulela and Khozi Streets at corner of Kaulela Street and Maku
Road)
Rectification of Ramaphosa Phase 1 NU2
Completion of NU 2 Stadium
Construction of Phase 1 Multi-purpose sports complex
Rectification of toilets affected by road construction at NU2 Square
Relocation of backyard shack dwellers
405
WARD 2015/16 PRIORITIES
23
(cont.)
Skills development for youth and women
Traffic lights – four-way junction at Kaulela Street and M17
Construction of Nelson Mandela Peace Park (Phase 2)
Identification of site for the building of a public library (Phase NU2, Community Hall)
Upgrading of NU2 Community Hall into a multi-skills development centre for youth and
women
Repairs and upgrading of NU2 Stadium
Construction of a Multi-purpose Sports Complex
Fencing of Wet-lands and the beautification thereof
Maintenance of stormwater canals
Elimination of illegal dumping
Erection of Modular Library at NU2 Community Hall
Stormwater canal – closed with Rocla pipes or covered with cement
Deployment of Safety and Security oficials to deal with cable theft and crime in the
entire ward.
WARD 24
24
Skills development for youth
Provision of wheelchairs and walking sticks for people with disabilities
Installation of electricity in Silvertown, Power station, Masakhane, Sisulu and Emalandini
Shortage of drains and services – Salamntu, Qeqe and Moutuma Streets
Tarring of roads
High-Mast lights in Samuel Street, Mntuma Street, Mbilana Crescent, Tlalore Street,
Ndongeni Street, Ngwendu, Sodladla Streets and Masibambane school
Maintenance of speedhumps in the entire ward
Fencing of gap tap
Provision of a library
406
WARD 2015/16 PRIORITIES
24
(cont.)
Building of a community hall
Regular refuse removal and provision of rubbish bags
Upgrade Swartkops Lake
High mast lights at Qeqe Street, Samuel Street and Pitoli
Pedestrian crossing at Ndongeni Street
Recreation facilities/play parks for children (Unit 10 Voting District)
Rectification of houses in food plains (Unit 10 VD)
Houses at Silvertown (near power station and Masakhane)
Maintain existing children playground equipment
Old KwaZakhele houses need upgrading (inside toilets, repair to leaking roofs caused by
geysers installations)
Build crèches (site identified at the back of Chithibunga Store) and/or facilitate that
some schools accommodate crèche
Sewerage manhole inside yard (6833 Mbilana crescent) and sewerage in Tlalore, Codesa,
Ngwendu, Khumbulani, Luwela, Kiwane, Sodladla, Trauma, Mtshiselwa, James,
Mphakathi and Makubalo Streets
Upgrading of soccer fields, e.g. Shining Stars field and Young Romans field in Salamntu
Street
Netball field (69 Gap tap)
Gap between Zomncane LP School and Toest Tavern
Construction of a multi-purpose centre
Painting of speed humps
Maintenance of drainage system in Salamntu, Qeqe and Mbilana Streets
Fencing of wetlands
Litter picking cooperative for the ward
Relocation of Pitoli/Khiwane communities
407
WARD 2015/16 PRIORITIES
WARD 25
25
Paving of culs-de-sac in New Brighton area
Covering of manholes
Elimination of illegal dumping through the provision of a dumping or transfer site
Skills development programme
Greening and beautification in Sphondo and Koyana Roads
Installation of street lights (Sir George Grey Street)
Provision of support for co-operatives
Construction of sidewalks
Construction of sports field (back of Mpilweni TB Hospital – open ground)
Conversion of Zwide Rent Office into a Multi-purpose Centre
Roof of Zwide Stadium and renovation of a Judo Club Training Centre
Widening of three-meter street in Zwide
Utilisation of open spaces for economic development purposes
WARD 26
26
Construction of canal collector sewer and drainage system
Street lights:
Qeqe Street
Bafana Street
Konga Street
Mjijwa Street
Maku Street
Mabopha Street
Naka Street
Bucwa Street
408
WARD 2015/16 PRIORITIES
26
(cont.)
Nondumo Street
Kulati Street
Mni Street
Greening project along Johnson Road, Qeqe Road, Mjijwa Street, Tonjeni Street and
Bucwa Street
Multi-purpose Centre next to Library – Qeqe Street
Improvement of drainage system – Mabopha, Bucwa and Haya Streets
Speed humps in Maku St, Magi St, Nanto St and Nondumo St
Renovation of parks in Magaba and Qeqe Streets
Curbing and pavement in Mabopha Street
Drainage and curbing in Mjijwa Street
Widening of drainage system in Qeqe Street
Upgrading and maintenance of drainage system in Gamanda Street
Cheerios in Naka and Ngam Streets
Tarring of gravel roads:
Ronnie Kasrils Street
Mkhaba Street
Molly Street
Mxhaxha Street
Mashinini Street
Bani Street
Gogela Street
Cacadu Street
Jembo Street
Quatro Street
Nondumo Street
409
WARD 2015/16 PRIORITIES
26
(cont.)
Robben Island Street
Ntengento Street
Litter picking
Rehabilitation of infrastructure, e.g. sewer pipes in Soweto-on-Sea
Housing rectification of Silver Town, Zwide, Soweto-on-Sea and Endlovini
Housing development for the Sisulu area
Street electrification: Khonga, Qeqe and Bucwa Streets
Sewer lines, castrils and Canal at Ndlovini, Soweto-on-Sea
Stormwater in Mabopha, Haya and Bucwa Streets
Chevron at every T-junction
Fencing of parks
WARD 27
27
Tarring of roads
Rehabilitation of drainage system
Soweto-on-Sea Square upgrading
Greening and gardening of open spaces
Continuous cleaning of Chatty River
Elimination of illegal dumping in the area
Zoning and allocation of church sites in the Ward
Rectification and provision of houses
Installation of high-mast lighting
Upgrade and extension of Soweto-on – sea Clinic (Zwide)
Street lighting
WARD 28
28 Tarring of roads in Emfundweni (Endulwini) Madolwana, General Walker and other
streets in that area
410
WARD 2015/16 PRIORITIES
28
(cont.)
Rectification of old Zwide houses, i.e. New Look, Emfundweni (Endulwini), Siyongwana,
Hambakahle and Sakuba RDP houses
Maintenance of Koza sewerage pipe
Elimination of illegal dumping
Road calming measures and installation of street lights
WARD 29
29 Tarring of gravel roads in Timothy Valley and Jacksonville
Upgrading of Jacksonville Sports Field
Planting of tress to beautify the ward
Provision of primary school
Construction of sport-centre
Renovation of old damaged buildings
Fencing of cemetery in Jacksonville
Houses for backyard dwellers
Relocation of waterlogged houses to Chatty
Ward-based cleaning (co-operative)
Rectification of Timothy Valley houses and the numbering of Jacksonville and Timothy
Valley houses
Repair of all cement block roads
Turn-off arrows in Stanford Road, at Heathcote and Lawrence Erasmus Roads
Construction of traffic lights at Stanford and George Botha Roads
Construction of parks in Jacksonville and Timothy Valley and Extensions 22 and 30
Building a multi-purpose sports centre
Weekly removal of waste and a local drop-off centre/ waste transfer station
Marking of roads, speedhumps and signage in the entire ward
411
WARD 2015/16 PRIORITIES
WARD 30
30
Veeplaas Urban Renewal and KwaMagxaki Local Economic Development:
Conducting feasibility studies, socio-economic studies, land identification/replanning
Skills training and development
Development of urban agriculture/food gardens
Completion of Veeplaas Business Incubator
Top structure and infrastructure development and upgrading:
Flood plain and Chatty River canalisation
Building cement steps
Tarring of all gravel roads and circles
Building speed humps in Kawulele and Cetu Streets
Street lights in Stemele Street
Street lights at Ralo-Mdoda Junction
Installation of CCTV cameras
Repair of Koyana-Kani high-mast lighting
Construction of 500 rental housing stock in KwaMagxaki
Electrification of informal settlement
Traffic lights at Ralo and Mdoda Streets junction
Development and upgrading of halls, parks and sports field and other amenities:
Extending KwaMagxaki and Veeplaas Halls – add mini-conference rooms and library in
Veeplaas
Grading and fencing of Cetu Sports Field and installing artificial grass in sportsfield in
Veeplaas
Building swimming pool and mini-conference rooms
Building a Information, Training, Development and Tourism Centre
Building of senior citizens’ leisure centres (old age home)
412
WARD 2015/16 PRIORITIES
30
(cont.)
Leisure, entertainment and information facilities/buildings:
Organize in-door and out-door musical shows, sports tournaments and athletic games
Free access of organized senior citizens’ groups to community halls
Building women and youth centres and leadership and management capacity
programme
Maintenance:
Street lights in the entire area of Veeplaas
Maintenance and upgrading of public toilets at the Square
Eliminate potholes
Grass cutting in the entire KwaMagxaki area (with special attention between Faleni and
Mathebula Streets)
Elimination of illegal dumping (the By-law has to be implemented)
Electrical reticulation of rectified houses and meter installation
Cleaning of stormwater drainage and underground pipes
Servicing and installing additional communal clean drinking water taps in informal
settlement and unserviced formal sites
Litter picking
WARD 31
31
Missionvale:
Construction of houses
Rectification of Missionvale Garden Lots (Phases One and Two)
Upgrading of Missionvale pump station
Rectification of Balfour Heights (Smartietown) houses (Phases One and Two)
Electrification of all shacks
Housing for Backyard shack dwellers
Rectification of houses and non-functional toilets
Housing for Millers Ground, Seedats ground next to stadium, Mackays ground in
413
WARD 2015/16 PRIORITIES
31
(cont.)
Missionvale GG ground
Resurfacing of Old Uitenhage Road
Beautification of playgrounds
Replacement of cable theft – street lights and high masts
Tarring of gravel roads (major and minor roads) in Missionvale – Peace Street, Siebritz
Road, Orinico Street, Missouri Street, Columbia Street
Tarring of all the culs-de-sac in Peace Street, Colorado Street and Jacks Road
Reconstruction of all streets in Balfour Heights (Smartietown)
Construction of multi-purpose centre and library in Missionvale
Clear road markings on speed humps, pedestrian crossings and stop signs
Maintenance of sewer and stormwater drains and pump stations
Satellite Police Station at Khanya Centre next to Lonwabo School and Reubin Birin School
Maintenance of Road markings
Bush clearing along main routes/Bethelsdorp Road and Old Uitenhage Road
Traffic calming measures in Bethelsdorp Road/Dyke Rd/Old Uitenhage Road/Colorado
Play-parks for children
Beautification of Missionvale
Maintenance of high-mast lights
Upgrading of Missionvale sport fields
Filling or surfacing of water ponds/wet-lands
Finalisation of pegging in Missionvale
Waste Transfer Station
Litter pickers for Balfour Heights
Windvogel:
Multi-purpose centre with a library
Mobile clinic
414
WARD 2015/16 PRIORITIES
31
(cont.)
Social Housing
Provision of housing for backyard dwellers
Building of speedhumps for 6 streets
Trimming of trees
Constrution of Sidewalks
Maintenance of street lights
Replacement of old infrastructure
Rectification of houses and non-functional toilets
Building and operationalization of a fire station
Algoa Park:
Social housing Erf 1551 and Erf 2347
Bush clearing on the following spaces: Bloekom, Silveroak and Whyteleaf Drive
Trimming of all trees
Maintenance of stormwater drains
Identification of land parcels for social housing
Maintenance and rectification of existing Human Settlements social housing
Traffic circle – Cnr St Leonard Drive and Dyke Road
Insatallation of Speedhumps
Litter pickers
Installation of illegal dumping signs
WARD 32
32
Missionvale:
Tarring of gravel roads in Missionvale and Rolihlahla
Provision of housing (eradication of bucket system)
Relocation of people on University grounds to Joe Slovo West
Repositioning of plots – Public Works
415
WARD 2015/16 PRIORITIES
32
(cont.)
Uninterrupted water supply
Sports field (identification of land)
Elimination of illegal dumping
Satellite police station
Speed humps on old Uitenhage Road
Rectification of brick houses – Rohlihlahla
Building of primary and secondary schools
Elimination of illegal electricity connections
Combat illegal housing invasions
Repair faulty electrical boxes
Salt Lake:
Relocation of approved people to Chatty 12 and 13
Resurfacing of gravel roads
Fencing of substations (electricity)
Repair, maintenance and unblocking of drains
Bush clearing – all vacant sites and corner of Felcase Road
Elimination of illegal dumping
Clinic and library
Resource centre
Renovation of parks and playing fields
Speed humps (Barendse, Freeman, Allie, Pamplin, Abraham, and Harrington Streets)
Repairing of potholes
Identifying land for housing and businesses
Salsoneville/Cleary Estate/Hillside:
Upgrading of Bethelsdorp old age home
Irrigation system to park – Catherine and Wynford Streets
416
WARD 2015/16 PRIORITIES
32
(cont.)
Repair, maintenance and unblocking of drains
Multi-purpose sports field – Catherine Road
Elimination of illegal dumping
Repair of potholes
Repositioning of taxi rank
Speed humps – Beacon and Allan Hendrickse Streets (Cleary Estate)
WARD 33
33
Rectification of Govan Mbeki houses
Provision of housing (eradication of bucket system)
Relocation of people (Riverside)
Repair, maintenance and unblocking of blocked drains
Uninterrupted water and electricity supply
Repairs and maintenance of salt pan trench
Tarring of gravel roads
Covering of exposed electricity cables – Baart Street
Electricity vending machine
Elimination of illegal dumping
Community Hall – MPCC
Library incorporated into MPCC
Satellite police station
Installation of standpipes
Rectification of toilets
Repair of unoccupied vandalised buildings
Footbridge repairs
Electrification of informal settlement
417
WARD 2015/16 PRIORITIES
33
(cont.)
Private owned land – buying land from owners
Relocation of Riverside and provision of infrastructure to Kliprand informal settlement
WARD 34
34
Construction of library and clinic
Footbridges and culverts with paving on the sides:
Between Extensions 28 and 32 (pp 14359 and 15261) with highmast lighting
Between Fernwood Park and Arcadia (Remainder of
Erf 590) with highmast lighting
Construction of a Community hall
Rectification – Ext. 32 (Tobias houses)
Installation of Street and high-mast lighting
Between Ext 32 and 28 on the open space
Between Fernwood Park and Arcadia North
Identification of land for housing and businesses
Traffic calming measures – speed humps:
Bracken Avenue, Extension 32
Esterhuizen Street, Arcadia and
Aerograss Streets, Extension 32
Traffic circles:
Scholtz Street and Laurence Erasmus Drive
Rocky Ridge (Ext 27): crossing of Kleinskool Road,Lundall and
Loder Crescents:
Crossing of Rensburg Streets and Barberry Drive (Ext 32)
Esterhuizen and Rensberg four-way stop
Mini-circle on corner of Kleinskool Road, Nicholson Road and Loonat Street
418
WARD 2015/16 PRIORITIES
34
(cont.)
Upgrading of Riemvasmaak Informal Settlement
Upgrading of all sports fields
Maintenance of play-parks in Patience Street
Upgrading of stormwater drainage
Upgrading of concrete roads in ward
Cutting of trees on verges
Palisade fencing around substations
Closing of thoroughfares between streets in Ward
Building of a multi-purpose center
Ward based painting of road marks, speed humps and stop signs (all signage)
Roll-over kerbs needed in Main Road; starting on the corner of Rensburg Street, down
Soudien Road, past crossing at Rocky Ridge and at the crossing of Rensburg Street and
Barberry Drive
Traffic lights/Robots needed at the junction of Rensburg Street and Soudien Road and
also at Arcadia crossing
Repair and unblocking of blocked stormwater and sewerage drains on the following
streets:
Lamont Crescent in Ext 27
St Luke Crescent, St James Crescent and St Jude Crescent (in Ext 28)
Nolan St and Nash Crescent in Ext 29
Eucomus St, Valotta Place, Arrowgrass St, Bluecrest Ave, Crossberry Crescent, Mistral
Close and Jonquil Ave (in Ext 32).
Imbuia St, Bakkiesblom St and Esterhuizen St (in Arcadia)
Identifying land for Councillor’s Office
Repair and maintenance of roads with potholes and cracks
Identified roads in EXT 27, Bethelsdorp are:
Cnr of Loonat and Langeveldt Streets
419
WARD 2015/16 PRIORITIES
34
(cont.)
Cnr of Lambe and Laubscher Streets
Cnr of Lambe and Lebron Streets
Cnr of Lambe and Langeveldt Streets
Cnr of Limberg and Lamont Streets
Identified roads in EXT 28, Bethelsdorp are:
Cnr of St Jude and St Elizabeth Streets
St Thomas St
Cnr of St Thomas and St Elizabeth Streets
Cnr of St Luke Crescent and St Teresa Close
Cnr of Laurence Erasmus Drive and St Luke Crescent
Bush clearing in the ward
Construction of sidewalks
Provision of a High school
Roll-out of programmes that will deal with gangsterism and drug abuse
Repair of street lights in the ward
Maintenance of all signage in the ward, i.e. road markings, painting of pedestrian
crossings, speedhumps, stop signs, etc.
WARD 35
35
Provision of houses in the entire ward
Improved turnaround time for the processing of ATTP applications
WEST END
Councillor’s sign in the Cnr of St Bridget and Rensberg Streets
Parking area infront of West End clinic
Vegetable garden
Speed humps/potholes/cracks in streets/maintenance of streets/road signs Repair and
Maintenance of sewerage drains and stormwater drains (St Bridget and St Zita, St
420
WARD 2015/16 PRIORITIES
35
(cont.)
Acardius, St Anne and Baubinia Streets
Maintenance to potholes in (St Wilfred Street and Jenny Place)
Upgrading of Marock Sports Field
High-mast lighting in Varsvlei behing West End swimming pool
Elimination of illegal dumping
Construction of sidewalks and pedestrian crossings
Building of a Skills development center for the Youth and Women
Traffic-calming measures in Yellowwood and Angelica Streets
Clearing of bushes - behind Sanctor High School
Fencing and rezoning of vacant municipal land to address illegal dumping
Fencing of Bethelsdorp Cemetery/Foot-bridges
Bridge between Calpurnia Street and Bethelsdorp Cemetery
Installation of high-mast lighting Claasen Street Park/Open Space in Rensburg Street
Shelter for patients visiting clinic
Cleaning of canal
Rectification of dilapidated houses in Bethelsdorp (Plankieshuise)
ACARDIA
Floodlight in Park - Claasen Street
Elimination of illegal dumping
Cutting of Trees
Cleaning of Sub-station - Grootboom Street
Fencing and rezoning of vacant Municipal Land - illegal dumping
SANCTOR
Vegetable Garden - behind Sanctor Sec. School
Short Avenues off Marock Road needs to be tarred
421
WARD 2015/16 PRIORITIES
35
(cont.)
Upgrading of Marock Sports Field
Floodlight in Park - behind Flamelilly Road
Floodlight in Park - behind Nemesia Street
Clearing of bushes behing Sanctor Sec. School
Closing of open trenches in Marock Road
Boundary Wall behind houses facing Bethelsdorp Cemetry
Cutting of Trees
Fencing and rezoning of vacant Municipal Land - illegal dumping
BETHELSDORP
Rectification of Pre-Fabricated houses
Foot Bridge between Calpurnia Street and Bethelsdorp Cemetry
Fencing of Bethelsdorp Cemetry
Bigger Stormwater Pipes at Van der Kemps Kloof
BLOEMENDAL
Boundary Wall behind houses in William Slammert Drive - Flooding during heavy rain
Fencing and rezoning of vacant Municipal Land - illegal dumping
Cutting of Trees
Closing of open trenches in area
WARD 36
36
Priority areas:
Rectification of Bethelsdorp Area C, 1071 houses in Area C - KwaDwesi Extension
Provision of new playground equipment
Maintenance of informal fields/parks
High-mast lighting and street lighting
Traffic lights and other calming measures at Mission Road next to corner of Xolilizwe
KwaDwesi Ext. and Mkwenkwe Street next to Police Station and Ziyabuya Complex
422
WARD 2015/16 PRIORITIES
36
(cont.)
Extension of intersection between KwaDwesi Police Station and Ziyabuya Complex
Electrification of Westville
Tarring of gravel roads and repair of stormwater drainage system in Westville and
KwaDwesi Extension (Phase 2)
Provision of waste/wheely bins
Provision of containers for vendors
Construction of a foot bridge/motor bridge – Mtshekisane Street, KwaDwesi
Urban refuse transfer recycling stations
Traffic lights at Mission Road, KwaDwesi Extension
Other areas:
Building of Councillor’s Office
Multi-purpose Centre – KwaDwesi Ext./Westville
Construction of clinic for Westville and Extension
Fencing and maintenance of cemeteries
Maintenance of Chatty River (to build bridge)
Upgrading of existing sports field in KwaDwesi
Building/Upgrading of police station, KwaDwesi
Upgrading of KwaDwesi clinic
Tarring of roads in KwaDwesi Extension (Phase 3)
Fencing and maintenance of old cemeteries
Upgrading of informal sportsfield in KwaDwesi and KwaDwesi Extension
Cutting of verges and trees
Ward based greening
Finalization of backyard dwellers list in KwaDwesi
Ellimination of illegal dumping sites in the whole ward
Repair and maintenance of all stormwater drains in KwaDwesi and KwaDwesi Extension
423
WARD 2015/16 PRIORITIES
36
(cont.)
Land acquisition for crèches and pre-schools
Skills development and youth centre
Removal of houses in flood plains in KwaDwesi Extension
Old Age Home in Siduli Street in KwaDwesi
Construction of Town Houses between Mbonyane and Mhlunguthi Streets in KwaDwesi
WARD 37
37
Repair, maintenance and unblocking of all stormwater drains (Kleinskool Extensions 31,
35 and 36)
Street lighting to be rectified
Erection of playground/parks in all areas
Bush clearing
Building of Senior Secondary School
Building of another primary school – Extensions 32 and 35
Elimination of illegal dumping (skip bins at all VD stations or transfer station)
Upgrading – Ext. 33 sports field
Traffic calming measures (speed humps included) – all taxi routes in Ward and Cherry
Street
Multi-purpose centre
Sidewalks
Allocation of plots and building of houses
Rectification of poorly built RDP houses – Extensions 31, 32 and 33
Tarring of roads – upgrading of roads
Resurfacing/Grading of gravel roads – Extensions 32 and 36
Provision of water and electricity – all informal settlements and Kleinskool
Sports stadium upgrading
Relocation of backyard dwellers
424
WARD 2015/16 PRIORITIES
37
(cont.)
Renovation and fencing of existing parks/play fields
High-mast lighting
Cleaning channel Chatty River
Provision of a Clinic
Provision of a police station
Councillor’s Office and fencing
Rectification of houses in floodprone areas – Ext. 31 and Kleinskool
Stolen drain covers to be replaced
Recreation of grass planting and braai facilities in Kleinskool, KwaNoxolo, Extensions 35,
36, 33, 32, 31
Youth Community Centre
Provision of toilet facilities to the 57 houses in Chatty
Completion of 28 RDP houses that were built in 2006
Buidling of Marikane Road in Chatty 11 and 12
Uplifting all areas – tree planting
Resource Centre
Water connections to houses in Kleinskool
WARD 38
38
Construction of walk-over/footbridges in Kroneberg and Astra VDs:
Next to Kroneberg Primary School (between Kroneberg Street and Hibiscus Street,
Willowdene/Floral Park)
Between Kennedy Street and Bramble, Willowdene/Floral Park
Between Denson and Basson Streets, Bloemendal
Over the river to the Dutch Reformed Church, Bloemendal
Tarring of roads – Block 23 South, Bloemendal
Traffic calming measures in the form of speed humps:
425
WARD 2015/16 PRIORITIES
38
(cont.)
Opposite 17 Denson Street, Bloemendal – Astra VD
Opposite 38 and 58 Bramble Street, Floral Park, Kroneberg VD
Opposite France Street, Block 23 South, George Botha VD
Lingelihle Street, opp. Qaqa Street, Block 23 North, Bloemendal
Namibia Street Block 23 South, Bloemendal – George Botha VD
Lingelihle/Denmark Street, Block 23 South Bloemendal – George Botha VD
Traffic circles:
- Lawrence Erasmus Drive and Kroneberg Street (opposite Old Apostolic Church)
- Reflector Signs: Lingelihle/France Streets, Namibia/France Streets, France Street
passage, Block 23 South, Bloemendal – George Botha VD
Rectification of houses in Block 23 South and North Bloemendal, KwaNoxolo
Replacement of asbestos roofs in all houses in the Northern Areas (Health Hazard)
Relocation and provision of houses for people staying in the Endlovini informal
settlement
Geyzers for Bloemendal, Willowdene (Ext. 21), Floral Park (Ext. 31), Upgrading of
playgrounds:
Mpuku Street, near Mad Stores, Block 23 South, Bloemendal
Denmark Street, Block 23 South, Bloemendal
Lingelihle Street, Block 23 North, Bloemendal
Kayser Park, Willowdene
Park next to Mosque in Didloft Street, Bloemendal
Ext.31 (Bramble Street)
* NB: Parks and open spaces should be fenced with concrete blocks or cement pillars to
avoid vandalism and theft.
Land for mobile clinic, library and police station in the George Botha VD
Land for vegetable gardens:
Denson Street, Bloemendal
426
WARD 2015/16 PRIORITIES
38
(cont.)
Next to Kroneberg Primary School
Open Space in Bramble Street
On the vacated land in Endlovini, once informal settlement has been cleared
Upgrading of sports field behind KwaNoxolo Primary School
Upgrading of sports field between Astra Primary School and UCC Church, Bloemendal
High-mast lights (Kramer Street - Willowdene) and in front of the sports field between
Astra Primary and UCC Church, Bloemendal and Denmark Street (Block 23 South,
Bloemendal- George Botha VD), (Bramble St, Floral Park), behind Kettledas Street,
between Extension 21 and 31.
Street lamp poles in Block 23 South, Bloemendal
Installation of new sewerage pipes and more drains in Bloemendal Block 23, North and
South
Cleansing of the Ward – open spaces used for dumping
Ditches must be filled up both sides of Strelitzia Street and in Ndaweni Street
Sidewalks in Bloemendal:
Didloft, Denson and Lodewyk Streets
Block 23 South, Bloemendal
Willowdene (Ext. 21)
Floral Park (Ext. 31)
Upgrading of existing roads
Provision of public toilets at the corner of Rensburg Streer and Lawrence Erasmus Drive
in Bloemendal
Repairs to Water leaks in the KwaNoxolo area
Identification of churche sites – Astra, Kroneberg and George Botha VDs
WARD 39
39
Traffic calming measures:
Kabega Park – Lytham Street, Olive Schreiner Avenue, Van Der Graaf Street, Bangor
Street and Talana Street
427
WARD 2015/16 PRIORITIES
39
(cont.)
Sherwood –Headingly Close
Rowallan Park – Lategan Drive, La Trobe Street, Greenock Street, Peebles Road, Carrick
Street and Deon Street
Riverstone Road:
Drainage and re-tarring
Traffic lights:
Rowallan Park – Carelse Street
Pedestrian traffic light:
Rowallan Park – Cape Road crossing (from Rowallan Park Primary School to Bridgemead)
Street lights – Sherwood/Rowallan Park and Kabega Park
Lategan Drive – Rowallan Park
Permanent speed cameras:
Rowallan Park – Cape Road (Ward 12 and Ward 39)
Sherwood – Walker Drive (Ward 8 and Ward 39)
Taxi/Bus embayments:
Pedestrian Walkways/Cycle tracks:
Sherwood – remainder of Walker Drive (where Ward 39 starts, both sides)
Rowallan Park – Lategan Street (on the right-hand side)
Kabega Park – Northumberland Avenue (Cape Road to Great West Way)
Kerbing:
Assessment to be done in entire Rowallan Park, parts of Sherwood and Kabega Park
Rowallan Park – Lategan, Deon, Pollock and Strydom Streets
Road Repairs :
Potholes: As per request and needs
Resurfacing of roads:
Corner of Cape Road and Kabega Road
428
WARD 2015/16 PRIORITIES
39
(cont.)
Sherwood – Devon Road
Tarring of existing roads:
Rowallan Park – Carelse Road (crumbling away due to no assessment and drainage)
Kabega Park – Riverstone Road (crumbling away due to no assessment and drainage)
Tarring of road reserves:
Stormwater infrastructure upgrade:
Riverstone Road
All areas as needed in the entire ward
Riverstone Road (due to lower bridge, water is not draining away, damaging the thin
layer of the tar; the road needs to be repaired regularly)
Drainage of existing roads:
Kabega Park – Riverstone Road
Rowallan Park – Carelse Street
* Stormwater manhole covers to be replaced with “no value” material (needed due to
theft/replacement)
Colonial fencing:
Erf 2881, corner of Friesland and Cape Roads, Rowallan Park
Spatial development
Economic development/Business hives:
– According to cluster assessment
Foot-bridges:
Cape Road (from Rowallan Park School to Bridgemead)
Rowallan Park to Kabega Park (over the N2)
Additional street lighting:
Sherwood – Caledon Street and Utopia Road
Rowallan Park – Lategan Drive (on left-hand side) and Carelse Street
429
WARD 2015/16 PRIORITIES
39
(cont.)
Sewerage upgrade:
Rowallan Park – corner of Juan Pierre and Lategan Street, Erf No. 455, Froneman Street
(back of Baakens River), and corner of Juan Pierre and Carelse Streets
Survey to be done of the entire Rowallan Park
Water pipeline upgrade:
Rowallan Park – Cumberland Street, La Trobe Street and Chris Hatting Street
Kabega Park – Rottedam Street
Sherwood – Devon Road
Survey to be done in entire Sherwood
Upgrading and replacement of play equipment on public open spaces:
Sherwood – Shropshire Street and Tugela Street
Kabega Park – Erf 1128 Tullbach Place West
Enclosure of public open spaces
Deon Street between Erf 59 and 61 Rowallan Park
Durham Avenue Erf 421 Rowallan Park
Bangor Road Erf 10 Kabega Park
Enclosure of municipal properties:
By-law security to control illegal squatters, vagrants and street children:
By-law enforcement – street trading:
As needed
By-law enforcement – waste management/illegal dumping:
Sherwood – King St, Montrose Road, Sandton Road, Westmoorland Circle and end of
Walker Drive
Kabega Park – Talana, Truto Road and Worthing Road
Rowallan Park – Cape Road, Chris Hatting and Carlse Streets
By-Law Enforcement – Illegal Advertising
430
WARD 2015/16 PRIORITIES
39
(cont.)
As needed
Regulation enforcement – illegal land use:
As needed
Law enforcement – traffic violations, including speeding:
Sherwood – Walker Drive, Devon, Montrose Street, Caledon Street and Baywest City
Development
Kabega Park – Cape Road, Kabega Road, Great West Way, Olive Schreiner and Van Der
Stel Streets
Rowallan Park – Lategan, Rowan, Cape Road, Fife Avenue, Deon and Froneman Streets
Tree trimming:
As needed in Ward 39
Maintenance, bush clearing and beautification of public open spaces:
Sherwood – Erf 2205 (Shropshire), Erf 1890 (Tugela Street), Erf 3504 (Glamorgan Road),
Walker Drive, Cartmoor Street and Erf 3882 (Henlo Crescent)
Kabega Park – Erf 461 (Terence Avenue)
Rowallan Park – Erf 1167 (cnr of Smollen and Rowan), Erf 415 (Peebles Street), Erf 2881
(Friesland Street)
As needed
Three-way stop:
Rowallan Park – Gretha and Strydom Streets, Lategan and Strydom Streets
Sherwood – Fairley Road and Bangor Street
Street sweeping:
All areas in Ward 39 (when needed and on request)
Maintenance and cutting of verges:
Cape Road – from Friesland to Deon Streets
Walker Drive, Sherwood – from Lancing Road to end of road
Great West Way
431
WARD 2015/16 PRIORITIES
39
39
Lategan Street – Rowallan Park
Northumberland Avenue – Kabega Park
Control of littering/litter pickers
Main Aterials: Cape Road, Northumberland Avenue, Walker Drive, Van Der Stel,
Montrose Street and Lategan Drive
Cape Road - All along Cape Road on the corners of Kabega Road and Cape Road and Van
Der Stel Street
Sherwood- Walker Drive from Lancing Road to end of road
All areas frequented by hawkers and vagrants
Replacing blue bins at busy intersections, bus and taxi embayments with bigger ones:
At all bus embayment throughout Ward 39
Bush clearing on private property:
Site inspections by Public Health Directorate
Maintenance of street name signs:
All areas, as needed
Greening:
All areas
Bush-clearing on Public Open Spaces
All areas, as needed
Weed spraying:
Island down Cape Road
Embayments down Walker Drive
Most streets within the boundaries of Ward 39
Indicating signboards to establishments
Rowallan Park - churches and schools
Kabega Park - Woltemade Street- church and school, Cape Road - St Josephs, Kabega
Police Station
432
WARD 2015/16 PRIORITIES
39
(cont.)
Repairs needed
Repairs to street lights
Rowallan Park- Deon Street, Cape Road, Froneman Street and Mc Kinnon Street
Kabega Park – Great West Way and Northumberland Avenue
‘No Dumping’ Signs
Kabega Park – Van Der Stel Street and Truro Road
Norman Street
Tidying up after burst water pipes
Rowallan Park - Maasdorp Street
Sherwood - Cartmoor Road
All areas in Ward 39 when needed
Customer Care Centre – Exploring the rental of existing facilities
Crime prevention
WARD 40
40
Seaview/Kini Bay/Beachview and Colleen Glen
Development of a sustainable human settlement – New Rest and Zwelidinga
Speed calming measures and road and beach signs for Kini Bay, Seaview and Beach View
Funding for new ablution facilities, recreational facilities, parking and walkways –
Maitland Beach
Upgrade of play-park facilities and equipment
Seaview transfer and garden refuse site to be formalised and maintained
Sports fields and playgrounds to be provided for the Seaview area
Recycling project to be started in the Seaview Area
Cutting of trees and vegetation of overgrown erven and verges
Tarring of Trow Road, Colleen Glen
Investment into an upgraded electricity grid in Colleen Glen, due to continuous
433
WARD 2015/16 PRIORITIES
40
(cont.)
electricity interruptions
Fitchet’s Corner/Van Stadens/Witteklip/St Albans
Funding for sustainable human settlements.
Sidewalks on Old Cape Road (from St Albans to Lady Slipper)
Water for St Albans area (residents living around RenDalton Street)
Rocklands
Sidewalks next to Elands River Road
Rectification of affected houses in Bloza (Rocklands RDP houses)
Provision of water for approximately 65 families on right side of Uitenhage/Rocklands
Road (a reservoir must be constructed and a pipeline must be brought down to the last
farm)
Sports field and community hall for Bloza Location in Rocklands
Crockert’s Hope
Water to be connected for this area, approximately 50 families.
Greenbushes
Sidewalks next to Old Cape Road, Altona Road and Seaview Road.
Land must be made available for squatters in Erica Deane and around Kuyga for the
development of a sustainable human settlement.
Upgrading of rugby field, lights, fencing, ablution facilities on field and stands next to
fields in Kuyga, Greenbushes
Relocation of squatters on Van Rooyen’s Ground
Upgrading of roads and stormwater in Kuyga East
ERF 432, Hunters Retreat
Funding to be made available for the relocation of and a sustainable human settlement
for the people living in the informal settlement on Erf 432.
434
WARD 2015/16 PRIORITIES
WARD 41
41
Building of a Multi-purpose Centre (Joe Slovo)
Tarring of gravel roads
Upgrading sports field (Chatty)
Provision of houses for Westville informal settlements
Electrification of Westville informal settlement
Bus stop/bus shelter
Provision of a Taxi rank
Container for selling fruit and vegetables
Police station and magistrate’s office
Provision of a Fire station
Provision of Clinics
Provision of Primary and Secondary Schools
Street names and numbering of houses
Crèches or Early Childhood Development Centres
Wheely Bins
Litter-picking and other cooperative projects
Zoning and allocation of Land for farming
Clearing of bushes in Chatty
Provision of a Shopping complex in Chatty
24-hour petrol service station in Chatty
Upgrading of RDP house in KwaDwesi Extension (Nzo and Mpeta Streets)
Sidewalks in Chatty and Joe Slovo
Skills Development and Youth Centre
Construction of Sports ground and sports stadium
435
WARD 2015/16 PRIORITIES
41
(cont.)
Maintenance of gravel roads
Maintenance of water/sewerage in Simangweni and Mpeta Streets in Joe Slovo
High-mast lights in Joe Slovo West and Chatty 1380
Construction of Arts and Culture Museum
Provision of a Library
Building of an Old age centre
Speed humps in Laxolilizwe in KwaDwesi Ext. and Koopman Street in Chatty
Cross bridge in Chatty/KwaDwesi (Mpeta and Nzo Streets)
Allocation and provision of ATTP/Billing System
Church sites
Extension of Councillor’s office
Fencing of dumping site
School transport
Access road entries into the Ward from the R75
Ceilings of RDP houses in Chatty
Installation of geysers and maintenance
Completion of RDP houses in Nceba Faku Village
Greening of Zanemvula houses in Ward 41
Health and wellness centre in the Ward
WARD 42
42
Construction of sidewalks in: 1st Avenue, 2nd Avenue, 4th Avenue, Nxukhwebe,
Ntswahlana, Phuku, Ngcombela, Sarili and Freemantle Streets
Construction of play grounds
Maintenance of existing soccer fields
Provision of housing for Areas 7 and 8
Rectification in Areas 7 and 8
436
WARD 2015/16 PRIORITIES
42
(cont)
Youth and women development
Childhood Development Centre
Land acquisition for agricultural purposes
Construction of a canal in Ngeyakhe Street and 1st evenue
Rezoning of business sites in the area
Speed humps
Land availability for squatter areas
Rectification of RDP houses
WARD 43
43
Construction of sidewalks:
Goliath Street
PJ Gomomo Street
P Kona Street
Dladla Street
Mtyhingizana Street
Ntshali Street
Provision of a play park and an Indoor Sports Centre
Construction of houses in Sikhotina 2 (Area 6)
Area lighting
Construction of waste drop-off centre – corner of Cushe and Kiva Roads
Construction of speed humps:
Pityana Street
Makuleli Street
Dlala Street
Mgibe Street
437
WARD 2015/16 PRIORITIES
43
(cont.)
Upgrading of Elikhanyisweni Library into Cultural Centre
Rectification in Areas 6 and 7
Provision of an Electricity Vendor Outlet
WARD 44
44
Rectification of houses in Area 7, 8 and 8A
Rectification of houses built before 1994 in Jacob Matomela, Babs Madlakane and
Phaphani VDs
Completion of incomplete houses in Area 7, 8 and 8A
Upgrading of Masibambane Village
Building of social housing opposite Nzewuza street
Skills and small business development centre, cnr Nzewuza and Ponana Tini road to
combat the high unemployment rate in the ward
Tarring and upgrading of gravel roads in Jacob Matomela, Babs Madlakane and Phaphani
VDs
Upgrading of sewer drainage and water pipes
Removal / collection of buckets
Upgrading and cleaning of stormwater drains in Jacob Matomela, Jeff Masemola, Babs
Madlakane and Phaphani VDs
Upgrading and beautification of Mqolomba fan park and Pityana park
Art and craft centre in the cnr of Kiva and Ponana Tini road
Build a multi-sport field inclusive of soccer field, tennis court and netball field in the
open space opposite Buda street
Upgrading of tennis court in Jabavu Street
Upgrading of Phaphani informal field, back of Kwindla street
Upgrading of Sizakele Khonzi, Babs Madlakane and Jeff Masemola Halls
Construction of a community hall in Jacob Matomela VD
Building of recycle centre in open space in Cushe street
Cleaning of dumping sites in back of Nyanda and Jayiya streets, Mqolomba street, open
438
WARD 2015/16 PRIORITIES
44
(cont.)
space in Buda, Cushe and Bucwa streets and open space in Jabavu street
Upgrading of Tize Old Age Home
Community gardening programmes
Fencing of Solomon Mahlangu dam
Clearing and cleaning of Brak river
Bush clearing in back of Masibambane Village and pedestrian road from Jacob Matomela
to Bucwa and Mqolomba to Jabavu Streets
Maintenance of Bucwa cemeteries
Building of school in Jacob Matomela street
Building of satellite police stations in VDs
Multi-purpose Centre to include NMBM Customer Care Centre
Rectification of Italian box houses in Nzewuza, De Bruin and Ponana Tini streets
Removal of potholes
Upgrading of multi-purpose stadium
Upgrading of KwaNobuhle administration block
Building of a Councillor’s Office
Stormwater drainage (all VDs, including old areas built in 1968)
Sidewalks in Mventshana Street, Jacob Matomela Crescent, Majombozi Street and
Solomon Mahlangu street
Speed humps in Nxarane, Jacob Matomela, Cushe, Bucwe, Gwashu, Mondile and Ngane,
Ponana and Zinto Streets
Tarring of 22 gravel streets/roads in the Ward (Solomon Mahlangu area, Phaphane VD
and Area 8a)
Beautification and greening of Mqolomba Park, and building of public toilets in the Park
High-mast lights at Buda Street (8A) and back of Spar Shopping Centre and Nyiki Street,
Solomon Mahlangu Area
Elimination of bucket system
439
WARD 2015/16 PRIORITIES
44
(cont.)
Houses without formal toilets in Area 7
Jojo water tank
CCTV surveillance
Installation and upgrading of sewerage pipes
Elimination of illegal dumping
Upgrading of clinic (shelter from rain)
Identification of site for building of Youth Development Centre
Construction of pedestrian bridge – Mqolomba Park to Jabavu Street
Ward 45
45
Design and implementation of tarring of Bantom Road
Training and budget provision for refuse cooperatives in the Ward.
Sidewalks for Helen Joseph and Zolile Nogcazi Street
Building of Councillor’s office
Buying of land for housing development in Tiryville/Kamesh Cell 3
Housing development in Area 11
Traffic calming measures at Tiryville area:
Baracuda Street; Tuna Street; Torpedo Street; Marlan Street
Rectification of houses:
Area 5, KwaNobuhle; Area 9, Phase 1; Tiryville (Phase 1) and Silvertown
Upgrading of open municipal spaces
Land availability and the provision of play-parks
Upgrading of Philemon Kona Sports Field (Area 5 – KwaNobuhle) into a sport facility for
soccer, netball and bowling
Upgrading and provision of tarred roads in the Uitenhage farm areas
Upgrading of Bucwa cemetery
The burial site of those who were shot on 21March 1985, be declared a heritage site
440
WARD 2015/16 PRIORITIES
45
(cont.)
Provision of commonage land for small emerging farmers in the area
Rezoning of land in the area for other uses (i.e business, churches and mixed use
developments)
WARD 46
46 Tarring of gravel roads
Installation of sidewalks in Hintsa Street
High-mast lighting at Innes School area and Chris Hani Phase 1 and 11
Rectification of houses (Chris Hani (Phase 1) and old structures
Completion of the 16 defective houses in Chris Hani
Sports field (4 soccer fields and rectification of tennis court)
Beautification of Matanzima Square
Building of a Police Station in Chris Hani
Councillor’s Office
Provision of a play park on land adjacent to Matanzima Assemblies of God
Establishment of Youth Centre in cnr Khama and Balindlela Streets
Clinic at Chris Hani Area
Weekly waste removal and collection in Chris Hani
Rejuvenation of entire infrastructure in Ward 46 and replacing old pipes with new ones
Litter picking co-operative
WARD 47
47
Installation of high-mast lighting in Peace Village
Upgrading and fencing of sports field in Mali Street
Tarring of Roads in Peace Village and Joe Modise
Rectification of houses (Peace Village and Joe Modise)
Paving of roads in Matanzima Cemetery, including fencing
Revitalisation of community parks and recreation facilities in Relu, Siwasa and Jolebe
441
WARD 2015/16 PRIORITIES
47
(cont.)
Streets
Greening and beautification of Joe Modise/Peace Village
Building of a day-care centre
Connection of waterborne sewer for sanitation of five houses in Mali Road
Building of five houses in Mali Road
Building transfer station to curb illegal dumping
Building of a multi-purpose development centre (sports, arts and culture, library Internet
café) on Erf 25866
Identification of land for community gardens and churches
WARD 48
48
Housing delivery:
36 families Kabah
Doornhoek in Gerald Smith
Blikkiesdorp (Old Newco project)
Middle Street Extension
Joe Slovo, Uitenhage
Traffic calming robot for Kamesh Road, near the Allanridge Hall
Widening of Bains Road, Kabah
Solar geysers in Blikkiesdorp
Sidewalks for Blikkiesdorp and Kabah
Fencing and Cleaning and maintenance of the Cat River Canal and Niven Bridge
Upgrading of tennis court and cricket pitch in Jubilee Park
Provision of Social Housing at 34 John Street, erf 16400
Rectification of pre 1994 houses Gerald Smith
Blikkiesdorp/ Kabah
Cleaning of stormwater drains
442
WARD 2015/16 PRIORITIES
48
(cont.)
Building of a music school
Building of a community hall – Kabah
Building of a clinic – Gerald Smith
Building of old age home/frail care centre
Eradication of buckets – Blikkiesdorp, Kabah and Joe Slovo
Building of toilets – Gerald Smith, Blikkiesdorp and Kabah
Grass cutting – Gerald Smith, Blikkiesdorp, Kabah and Central
Maintenance and upgrade of storm water drains & fire hydrants in the ward
Provision of a sport facility corner Van Rooyen Street & Abbot Road
Cleaning and maintenance of municipal vacant erven
Speed humps in Langdon Lane, Wondsor Road and Van Rooyen Street
Extra lightning to the following streets
BLIKKIESDORP - UITENHAGE
Madaki Street
Hendricks Street
First Lane
Second Lane
Third Lane
Steven Street
Bouah Street
KABAH - UITENHAGE
Flood light in Bains Road, close to the 36 families (Middle Street Extension)
TOWN AREA - UITENHAGE CENTRAL
John Street
443
WARD 2015/16 PRIORITIES
WARD 49
49
Housing delivery
Recycling control area (Arcadia and Cyprus Street)
Waste management on 79 open spaces
Clearing of sidewalks/verges (maintenance) in Kamesh Road
Beautification of playgrounds (equipment, etc)
Rectification of pre 1994 houses (Duranta, Cormorant, Kingfisher, Kamesh, Saringa,
Saligna, Essenwood, Bloekomboom, Sneezwood, Fiskaal, Kirsogie, Mooimeisie, Pelican
and Suikerbekkie Streets)
Upgrading and maintenance of sewer pipes and stormwater drains
Ellimination of illegal dumping through provision of Waste Transfer Station
Refuse Cooperatives
Installation of stormwater pipes
Provision of sidewalks and cycle tracks in Patrys, Arcadia, Essenhoud, Ysterhout, Eln,
Kingfisher, Berghaan, Ostrich, Bokmakierie, Spreeu, Shrike, Arendt, Puffin, Cormorant,
Kamesh, Suikerbekkie, Mooimeisie, Pelican, Duck, Hadeda, Macaw, Grasvoel, Lanner,
Syringa, Wuilgerlaan, Duranta, Geelhout, Sneezwood, Saligna, Cedar, Vyeboom,
Roseline, Kokkewiet, Peacock, Nightingale, Fantail and Cuckoo Streets
Traffic calming measures (traffic circle – Arcadia/Kamesh Road)
Bush clearing – back of Santa and surrounding areas in whole Ward
Recreational facilities
Upgrading and resurfacing of tarred roads, road markings, traffic signs and street names
Installation of danger plate signs
Installation of high-mast lights
Rectification of houses (Kamesh/Kingfisher)
Access to amenities and services eg community hall and sport facilities for under-
priviledged groups and schools
Job creation
444
WARD 2015/16 PRIORITIES
49
(cont.)
Intensification of War on Hunger Campaign
Development of youth, women and people with disabilities
Provision of land for religious purposes and churches
Grass cutting – on verges, sidewalks and open spaces
Provision of new houses
Municipal open space to be developed into a playground for children (Hen Street and
Sunderland Street plot number 15159)
Maintenance of Gerald Smith Cemetery
Provision of five containers to entrepreneurs/small businesses
Upgrading and maintenance of public and area lighting
Maintenance of drainage systems (stormwater and sewer)
Maintenance of islands (Kamesh Road)
Development, upgrading and beautification of playgrounds and parks
Provision of speedhumps in Lester/Pelican/Spoonbill/Starling/Hen/Acacia/Rosedale
Drive/Chestnut/Fiskaal Streets/Kamesh Road, from four-way crossing to Lovebird Street
WARD 50
50
Fencing of Kabah/Langa Cemetery
Establishment and funding for refuse and waste management cooperatives
Acquisition of land for a Youth Skills Development Centre
Excavations of site and water/electricity in Polar Park
Tarring/Paving of driving lanes in Mandelaville
Fencing and rectification of the Langa Memorial Site
Rectification of houses built pre-1994 at Langa
High-mast lighting
Maintenance and upgrading of ageing infrastructure (water, sanitation pipes)
Construction and maintenance of sewerage system
445
WARD 2015/16 PRIORITIES
50
(cont.)
Remedial work in respect of incomplete housing structures
Installation of more street lighting
Development and beautification of wetland areas
Traffic calming measures (speed humps, traffic lights)
Purchase of vacant land/sites
Zoning and provision of church and business sites in the ward
Ward 51
51
Enforcing by-laws in respect of overgrown, privately owned undeveloped erven
Traffic visibility
Cleaning of Willow Dam
Stormwater pipes or a canal to run through Uitenhage Golf Course to prevent flood
damage in Channer Street and Willow Dam Area
Cannon Hill: Park and monument need to be maintained
Resurfacing of Penford Road and Van Riebeeck Street, Mossel Road, Springs Avenue and
Cannon Street
Traffic-calming: Innes Street
Signs to be erected: ‘No Illegal Dumping’; ‘No swimming’; ‘No motorcycles’
Fencing and gates on town perimeter, i.e. Ross Gradwell, Freemantle, Cawood, Garth
and Deon Streets, to be repaired/maintained, preventing stray animals from wandering
into town
Upgrading/Maintenance/Privatisation of Springs Resort
Regular maintenance of street markings
Spraying of sidewalks/kerbs
Developing of Skate park for youth
Winterhoek park extension – erven to be developed
Maintenance of municipal property – Cullemborg flats and Drotsdy workshop
Elimination of illegal dumping
446
WARD 2015/16 PRIORITIES
51
(cont.)
Bush-clearing areas adjacent to Ross Gradwell, Freemantle, Cawood, Garth and Deon
Streets
Maintenance Uitenhage Indoor Sport Centre
Maintenance of parks (Magennis/Strelitzia Dam/Willow Dam)
Metro property (grounds) to be developed for housing
WARD 52
52 Upgrading of Khayamnandi and Daleview sports fields
Rectification of houses in Daleview, Reservoir Hills and Khayamnandi
Building of new houses in Khayamnandi, Daleview and Reservoir Hills
Build a new Fire Station in Khayamnandi
Building of a library and a computer training center in Khayamandi
Establishing a SAMRO and NYDA Satelite offices
Waste transfer station
Build new Fire Station in Khayamnandi
Graveyards to be walled – Khayamnandi and town cemetries
Urban Renewal Programme around Town Hall and Library and the entire Khayamandi
area
Installation of Speed humps
Monument (1985 Despatch massacre)
Khayamnandi Extension (8000 houses)
Multi-Purpose Centre with pool in Khayamnandi
Tarring of Roads in Khayamnandi, Daleview and Reservoir Hills
Ward-based co-operatives
Special programme: Rectification of a houses (Gufingqambi)
Repair of water leakages
Elimination of illegal dumping
447
WARD 2015/16 PRIORITIES
WARD 53
53
Maintenance of street lights in Darling street, Long Market Street and Parliament Street
Maintenance of drainage in Darling street
Maintenance of stormwater drainage system in Colchester
Connection/Installation of houses, electricity, streetlights and mast lighting in Rosedale 1
Ext.
Rectification of houses (Thambo Village RDP Houses, Uitenhage and Colchester RDP
Houses)
Provision of Water – Common Taps – Rosedale Ext. 1
Installation of High-mast lights – Rosedale Ext. 1
Marking plots in Moeggesukkel Area – Rosedale 1 (Basic Infrastructure: water, roads and
sanitation systems)
Maintenance of grass and trees in the entire Ward
Construction of speed humps – Malgas Street, North Street, West in Rosedale
Construction of play areas for children, especially in the open spaces between houses
Construction of sports field in open spaces and a netball area next to 31 Chicco Street,
Thambo Village, Uitenhage
Upgrading and maintenance of parks and sports field
Elimination of illegal dumping
Maintenance and upgrading of Rosedale Sports Field; Construction of a parking area
around the facility, cloakroom for players and a ticket box at the gate and building of a
club-house
Construction of sidewalks in Seagull Street
Upgrading of toilet system – Amanzi State and the school
Disinfection of all stormwater and sewerage drains in Rosedale and Despatch
Upgrading stormwater and drainage system in Rosedale and the entire depleted drains
in Ward 53
Identification of land for integrated human settlements in Rosedale, Ward 53, Amanzi
448
WARD 2015/16 PRIORITIES
53
(cont.)
State and Colchester
Rebuilding of RDP house in Rosedale (57 Mervick Crescent, Thambo Village, Uitenhage)
Construction of roads and stormwater drains in Colchester
Opening of a full-time clinic in Colchester.
WARD 54
54 Construction of swimming pool at NU 30, Community Hall
Tarring of roads at NU 29 (all roads)
Waste Management transfer station
HIV and AIDS awareness and education campaign
Stormwater drain at NU 11, Konofile Street
Traffic calming measures – speed humps: Xhama Road
Extension of Null Stadium
Construction of waste management station
Tarring of Nkukhama Street
Upgrading and maintenance of sewerage and drainage infrastructure in NU29
Upgrading of bulk sewer pipes in areas NU 10, 11, 12A and 12 B
Stormwater drain at the back of Ncedo High School and corner of Ngedle Street at NU 10
Provision of electricity vending centres
WARD 55
55
Traffic lights between Tyinira Road and Sandile Street
Housing rectification
Tarring of gravel roads
High and primary school facilities within the ward
Community Hall
Jojo tanks within the ward
449
WARD 2015/16 PRIORITIES
55
(cont.)
Traffic calming measures - Ingwe and Ihlosi Circles
- Speed humps in Ntsanyana Road
Area lighting
Informal housing electrification
Taxi Rank
Litter-picking co-operative
Guard railings in Sandile Street
CCTV cameras to monitor illegal dumping
WARD 56
56
Multi-purpose centre at ERF no. 31736
Tarring of all gravel roads and circles
Rectification of houses to all VDs
CCTV cameras for entire Ward
Installation of speed humps/ traffic calming measures in Tutu Street, Noluthando and
Buthelezi, Bungane, Badi, Mkhombe, Mbabala, Ndlovu, Mpofu and Mantontya Streets
Upgrading/Maintenance of sports fields
Elimination of illegal dumping
Installation of high-mast lighting at Koliti Street (disaster area)
Maintenance of canals
Provision of a primary school in Ikamvelihle 34107
Provision of a clinic for NU 1 area
Upgrading play parks
Upgrading of sewerage and water pipes
Fencing of ponds
Rezoning of ERF 30856 and 32376 for housing
Approval of church sites
450
WARD 2015/16 PRIORITIES
56
(cont.)
Installation of Jojo tanks in the entire ward
Provision of land for food gardens
WARD 57
57 Skills development and information for vulnerable groups
Capacity building and support for co-operatives (maintenance repairs)
Tarring of gravel roads and cul-de-sacs
Upgrading of Motherwell pump station No. 3
Establishing of waste management cooperatives
Establishment of a ward based non profit organisation (NPO)
Upgrading of two clinics
Provision of a community multi-purpose hall
Upgrading of Brickfield sewage treatment works
Relocation of shacks to NU8, NU9 to NU 30
Provision of land for farming ( ploughing )
Greening and beautification
Bush clearing
Completion and rectification of defective houses
Eradication of the bucket system
Installation of traffic calming measures:
Mcelu, Sixwila, Bhunyuluza, Ngqabe, Ngqokweni, Ngqusi, Ngwevana, Mpenzu, Ngandla,
Mpongo, Mpanza, Mpheko, Gxiya Streets
Upgrading of sports fields
Skills development programmes for youth
WARD 58
58
Provision of containers for hawkers
Capacity building and support of cooperatives
451
WARD 2015/16 PRIORITIES
58
(cont.)
Traffic calming measures
Cleaning tunnel/canal in NU8
Job creation and skills development
Development of SMMEs
Identification of a site for the building of a pre-school
Building of houses
Identification of a site for the building of an old age home
Building a technical college
Rectification of houses
Remedial work on incomplete housing structures
Provision of a fire station for the Motherwell/ Coega area
Repair to high-mast lights in NU4 and NU6
Fixing of water leaks at Ndyebo High School
Maintenance of all bulk lighting
Completion of Arts and Culture Centre
Food security programmes
Fencing and reconstruction of NU8 sports field
Cleaning and greening
Elimination of illegal dumping
Bush clearing
WARD 59
59
Multi-purpose centre or facility (Erf No 9181 NU 6)
Youth Skills Development and Employment Centre: (Jabavu High available for use)
Skills training centre
Computer centre
452
WARD 2015/16 PRIORITIES
59
(cont.)
Recruitment centre, i.e. learnerships/jobs, etc.
Graduates data management and placement
Learner Support Centre
Tarring of turning circles
Job creation, i.e. cleaning co-operatives, plumbing co-operatives, beautification and
maintenance of parks or open spaces
Rectification of houses and allocation of Housing for qualifying beneficiaries:
Housing waiting list beneficiaries
Backyard dwellers
Bond housing evictees
Rectification of Servcon houses in Matikinca Street (NU7)
Solution to CPA Railway housing problems
Installation of CCTV cameras in:
NU5, adjacent to Darly Spaza Shop
NU5 Nzunga Street, adjacent to 35 Imtoxa Street
NU6, adjacent to Councillor’s Office
Road resurfacing and repair of potholes in the ward
Construction of a Xhosa Village at the Nu-6 Nature reserve adjacent to Swartkops river.
Extension or joining of Nyara road with Bethelsdorp road at Perseverance (This was a
vision 2020 priority and was meant to reduce excessive use of M17).
Installation of street lamps at the back of Gwadu Street, DabaDaba Street and Corner of
Mapiew and Kwetyana Streets, Ikhola, Gabe, Goco and Kwamanube Streets
Fixing of all high-mast lights from NU 5 to NU 7
Cleaning of all illegal dumping sites in the Ward
Buffer zones from NU5 to NU7
Vegetation control across the Ward
Cleaning and beautification of parks and public open spaces
453
WARD 2015/16 PRIORITIES
59
(cont.)
Construction of walkways/pavements
Street sweeping and litter picking
Grass cutting on pavements and roadsides across the Ward
Clearing of road verges
Hi-tech library feasibility study and construction
Revamping of NU5 tennis court
Development of informal sports fields across the Ward
Avail land for local cooperatives and community
Renovation of schools
Cleaning and servicing of sewer lines and drains
Cleaning and servicing of stormwater lines and drains
Redevelopment water ponds
Construction of Khulani Corridor from Nyara to Perseverence
Extension of Ward Councillor’s Office
SMME empowerment and capacity building
LGSETA to train locals on different skills
Support for Swartkopsvalley United Brothers
Maintenance of informal sports field
WARD 60
60
Rectification (Phases 2 and 3) and housing programme
Tarring of gravel roads (Jijana to Malinga/Bluewater Extention)
Infrastructure of Extensions 4 and 5 (Phase 3)
Relocation of informal settlements and (backyard dwellers)
Upgrading and maintenance of Sportsfield
Skills Development for youth
454
WARD 2015/16 PRIORITIES
60
(cont.)
Installation of CCTV cameras for security and safety
Building of a Taxi Rank
Provision of church sites
Construction of pedestrian crossings on busy streets
Bush clearing
Construction of play parks on open spaces
Fencing of dams
Construction of schools
Provision of a library
Installation and maintenance of street lights
Provision of a clinic
Provision of a Mobile Police Station
Operationalization of Multi-purpose Centre
Addressing pollution in Zwartkops River
Repairing of the river bank at Redhouse
Maintenance of infrastructure around Swartkops and Redhouse
Provision of urban farming projects – Hydrophonics